QSR 316 June 2024

28 YOUNG LEADERS TO WATCH

Brings Familial Flavor

Three generations of leadership are building a food truck enterprise. BY SATYNE DONER

61

FRANCHISE FORWARD

The Ultimate Restaurant Gift

Learn why Detroit Wing Company gifted one of its stores to a local nonprofit. BY SATYNE DONER INSIGHT 13

FRESH IDEAS

What's Brewing in the Coffee Segment?

Brands are learning to diversify their beverage lineups to fill multiple dayparts. BY SAM DANLEY 16

ONES TO WATCH Atomic Wings

The emerging fast casual is preparing for growth across the country. BY SAM DANLEY 64 START TO FINISH Jose Armario

The Bojangles CEO is leading the chicken chain to new heights.

BEN COLEY

Tim Hortons U.S. president

Katerina Glyptis is paving a significant growth path for the chain.

PHOTOGRAPHY:

BRAND STORIES FROM QSR

EDITORIAL

EDITORIAL DIRECTOR

Danny Klein dklein@wtwhmedia.com

QSR EDITOR

Ben Coley bcoley@wtwhmedia.com

FSR EDITOR

Callie Evergreen cevergreen@wtwhmedia.com

ASSOCIATE EDITOR

Sam Danley sdanley@wtwhmedia.com

VICE PRESIDENT EDITORIALFOOD, RETAIL, & HOSPITALITY Greg Sanders gsanders@wtwhmedia.com

CONTENT STUDIO

VICE PRESIDENT, CONTENT STUDIO Peggy Carouthers pcarouthers@wtwhmedia.com

WRITER, CONTENT STUDIO Ya’el McLoud ymcloud@wtwhmedia.com

WRITER, CONTENT STUDIO Olivia Schuster oschuster@wtwhmedia.com

ART & PRODUCTION

SENIOR ART DIRECTOR Tory Bartelt tbartelt@wtwhmedia.com

FSR ART DIRECTOR Erica Naftolowitz enaftolowitz@wtwhmedia.com

SALES & BUSINESS DEVELOPMENT

VICE PRESIDENT SALESFOOD, RETAIL, & HOSPITALITY Lindsay Buck lbuck@wtwhmedia.com

VICE PRESIDENT, BUSINESS DEVELOPMENT Eugene Drezner edrezner@wtwhmedia.com 919-945-0705

NATIONAL SALES MANAGER Edward Richards erichards@wtwhmedia.com 919-945-0714

NATIONAL SALES MANAGER Amber Dobsovic adobsovic@wtwhmedia.com 919-945-0712

NATIONAL SALES MANAGER John Krueger jkrueger@wtwhmedia.com 919-945-0728

CUSTOMER SERVICE REPRESENTATIVE Tracy Doubts tdoubts@wtwhmedia.com 919-945-0704

CUSTOMER SERVICE REPRESENTATIVE Brandy Pinion bpinion@wtwhmedia.com 662-234-5481, EXT 127 FOUNDER Webb C. Howell

ADMINISTRATION

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When Food Becomes a Career Choice

The restaurant industry has a reputation for being a job for high schoolers and college-aged students simply looking to hold down a job ahead of a different future. Granted, a lot of chains recognize this and offer educational benefits to help employees along their career journey.

However, food and beverage companies also present quite the work ladder themselves, and our annual Young Leaders list keeps proving as much. This year marks the sixth edition of QSR highlighting several development officers, franchisees, operation managers, and other executives who are 35 years old and under and have managed to excel in the restaurant field.

The feature is headlined by Katerina Glyptis, who is 30 years old and serves as president of Tim Hortons U.S. The chain is a Canadian favorite—which is probably a massive understatement—but is starting to ramp up efforts domestically. In April, the coffee chain opened its second location in the Atlanta metropolitan area, which is significant as most Tim Hortons units in the U.S. are in the North. Glyptis joined Burger King almost 10 years ago through the company’s Leadership Development Program and worked her way up to vice president of franchise operations for Burger King North America before being named to her current role in June 2023.

For Glyptis, food and drinks were always in her blood. Her family came from Greece and established a chain of Greek American counter-service restaurants. She’s just one of many stories told in 2024’s Young Leaders list, which

showcases 28 individuals accomplishing incredible feats.

Including this year, QSR has identified about 150 young leaders since 2019. It’s fascinating to look back and see the progress some of the nominees have made. For example, the inaugural edition featured Lindsay Radkoski, who at the time was Wendy’s vice president of brand marketing. She’s now CMO for Wendy’s U.S., and shameless plug, participating in a fireside chat at the upcoming QSR Evolution Conference in September in Downtown Atlanta.

Others to note include Taylor Montgomery who was senior director of marketing for Taco Bell in 2019 and is now CMO for the U.S. market. There’s also Josh Kobza, who was COO for RBI International in 2020 and is now CEO of the Burger King and Popeyes parent. I happen to be 30 years old myself, so it’s encouraging and cool to see individuals my age reach such great heights. It gives you confidence about the future of the industry and the welcoming of new ideas and innovation.

Also in this month’s issue is an update on the fast-casual pizza industry, which came on strong in the 2010s with its high-quality ingredients, unique flavors, and enhanced dining room experiences, but faced a turning point during COVID like a lot of other food segments. Additionally, we shine a light on the international growth opportunities of GoTo Foods, which rebranded from Focus Brands earlier this year. As it turns out, people from across the world love pretzels and cinnamon rolls.

Ben Coley, Editor

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The ‘Bread Head’ Hat features a 3D-printed bread bowl replica.

THIS SPRING, PANERA stepped into the fashion scene with a twist on Derby Day attire.

The sandwich fast casual introduced the “Bread Head” hat, inspired by its well-known bread bowl. Designed by A-Morir Studio, the hat features a 3D-printed bread bowl replica surrounded by colorful ostrich feathers, promising to turn heads at horse races and spring parties.

The brand unveiled a unique hat for fans this spring.

Derby Day is most commonly associated with the Kentucky Derby, a renowned horse race held annually on the first Saturday in May at Churchill Downs in Louisville, Kentucky.

Panera’s playful move coincided with its significant menu overhaul, including nine new items and improved versions of 12 fan-favorites. The changes hit stores on April 4 and center around the fast casual’s core offerings—soup, salads, sandwiches, and mac and cheese. The choices have bigger portions of proteins and lower price points.

Priced at $21 to match the 21 revamped items, the hat came with a $100 Panera gift card.

Upside, a digital marketplace dedicated to assisting individuals and businesses financially, released earlier this year a report on loyalty programs and their impact on consumer behavior

The survey gathered information from nearly 2,000 guests.

Where Are Customers Most Loyal?

• Seventy-four percent of respondents are part of a grocery loyalty program, which was by far the most popular option among the 16 retail categories Upside asked about. The next-highest one was pharmacy at 39 percent.

• Just 30 percent of participants said they were part of a quick-service loyalty program. The ones that checked “yes” are part of 4.1 different dining programs on average, the highest among any of the retail categories. The restaurant segment is the only one that saw members belonging to more than three programs.

• Nearly 90 percent of dining loyalty members are equally or more engaged with their programs compared to 2022.

Why Join a Loyalty Program?

• Upside’s survey found that after discounts and pricing considerations, the top reasons why guests joined a loyalty program are location, item variety, and customer service.

• More than half of guests surveyed said they make decisions about where to transact, which items to purchase, and how much to buy based on the loyalty program and its related promotions.

• Forty percent of respondents said they’d stop shopping at a given location if that store ended the loyalty program.

What Are Dining Loyalty Members Saying?

• In response to the question “I choose to shop at specific retailers based on whether they have a loyalty program,” about 49 percent of dining loyalty members agreed or strongly agreed with the statement.

• In response to the question “I would stop shopping at this store if they got rid of their loyalty program, 42 percent agreed or strongly agreed and 34 percent disagreed or strongly disagreed. Twenty-four percent said neither.

• In response to the question “Since joining this program, I have purchased more often,” 67 percent agreed or strongly agreed.

74 % OF RESPONDENTS ARE PART OF A GROCERY LOYALTY PROGRAM

WHICH WAS THE MOST POPULAR OPTION

30 % OF PARTICIPANTS WERE PART OF A QUICKSERVICE LOYALTY PROGRAM

• In response to the question “I have recommended this program to others,” about 72 percent agreed or strongly agreed.

67%

AGREED WITH THE STATEMENT: “ SINCE JOINING THIS PROGRAM, I HAVE PURCHASED MORE OFTEN ”

Upside’s Thoughts

• “Consumers are actively seeking value, and retailers are wise to use tools like loyalty programs that don’t cannibalize existing profits to address that need. These survey findings indicate that today’s loyalty offerings have become table stakes for customers, and retailers have an opportunity to do things differently to get more out of their existing investment,” Upside CEO and cofounder Alex Kinnier said in a statement.

fresh ideas

|CONSUMER TRENDS|

What’s Brewing in the Coffee Segment?

Menus are evolving to attract younger guests at different dayparts.

BY SAM DANLEY

The Coffee Bean & Tea Leaf is widely credited with kickstarting the frozen coffee craze. As the story goes, a store manager combined chocolate powder with milk, ice, and coffee extract in a blender one hot summer day back in 1987. She ended up creating the chain’s original ice-blended offering.

Cold beverages are hotter than ever nearly 40 years later. Creamy frozen treats, iced coffees, and cold brews have eclipsed traditional hot drinks as the preferred format for getting a caffeine jolt. Brands are continuing to place big bets on what is now their fastest-growing product category.

Sanjiv Razdan, president of the Americas and India for The Coffee Bean & Tea Leaf, says younger consumers are driving the shift toward those offerings, which boast a broader range of fla-

vors and toppings, plus a strong visual appeal that’s perfect for sharing on social media. They’re also consuming coffee later in the day instead of solely as a morning breakfast drink.

“The afternoon pick-me-up is becoming cold, the weekend treat is becoming cold, and even the morning routine coffee is being consumed cold,” Razdan says. “We’re doing a lot more innovation around that, making sure we’re layering in flavors that really show up best when the drink is consumed that way.”

Those flavors are getting bolder and more global. He points to the brand’s horchata platform as an example. Launched earlier this year, it features both a hot and iced latte along with two cold brews, an ice-blended option, and a horchata cold cream that can be added to just about anything on the menu.

The Coffee Bean & Tea Leaf has seen younger guests fuel menu innovation.

“People are becoming much more adventurous,” Razdan says. “What we’re doing is taking interesting flavors from around the world and bringing them to our customers in a very accessible way.”

New Orleans-based PJ’s Coffee is combining trending flavors like rose and lavender with more familiar flavors like strawberry and white chocolate to spark curiosity. It also is finding success with specialty drinks that bring a taste of its hometown to customers across the country, like the shaken cold brew espresso with creme brulee sweet cold foam.

“Coffee consumption has turned from a need-to-have and become more about indulgence, more about hitting that gratification checkbox instead of just having a source of caffeine,” says VP of marketing Reid Nolte. “There’s been a lot of demand for escapism lately, and with us being from New Orleans, that’s kind of our bread and butter.”

Indulgent and eye-catching drinks are a key traffic driver, but the quality of the base coffee is equally important. That’s because the uptick in at-home consumption during the pandemic sparked a fresh wave of interest in specialty coffee. Consumers educated themselves on different processing methods and roast profiles, with sales of home-brewing equipment skyrocketing as they sought to recreate restaurant-quality drinks in their kitchen.

“The demand that you find yourself contending with is making certain to keep up with trends so that whatever they can do at home, you can do better and more attractively, from the base coffee all the way up to the creativity of a sweet cold foam,” says Felton Jones, chief roastmaster at PJ’s Coffee. “Today’s coffee consumer is smarter and wants more. As a retailer, as a roaster, as a wholesaler, you have to take that seriously and build on that.”

Black Rock Coffee cofounder Jeffrey Hernandez always has an eye on revolving flavor trends to keep the brand’s beverage menu fresh and relevant. Still, he says coffee is a ritual, and “most people return to their habitual order pretty quickly.” That’s especially true for customers who stop by in the morning as part of their daily routine.

“It’s still the biggest piece of the pie, but we’re seeing growth in all of the other segments,” says fellow cofounder Daniel Brand. “That’s where the innovation side comes in. It’s about drawing more guests in at different dayparts with products that skew

more midday and afternoon.”

Like many of its competitors, Black Rock is becoming less of a coffee specialist and more of a beverage generalist. Brands are growing traffic beyond the breakfast rush with new products that cater to different need-states and use occasions, like energy drink mix-ins and other boosted beverages.

Starbucks was an early mover with its Refreshers platform that features green tea extract. Dutch Bros. has its Rebels lineup, which accounts for roughly a quarter of its sales. Plenty of other brands, from national chains like Tim Hortons and Dunkin’ to emerging players like Ellianos Coffee and Ziggi’s Coffee, are generating strong sales through energy drinks.

Razdan says the popularity of tea has steadily grown over the past few years, driven by an increasing variety of options and the expanding popularity of matcha and bubble tea on coffee shop menus. The Coffee Bean & Tea Leaf is tapping into that momentum with a new World Tea Collection. It features items like oolong tea with a berry puree and freeze-dried strawberries. There’s also a Ceylon milk tea with brown sugar boba, a matcha latte with strawberry cream, and a chai drink with black tea, cinnamon, salted caramel cream, and a brown sugar waterfall.

Black Rock plans to continue leaning deeper into coffeeless offerings, thanks to ongoing growth in items like matcha lattes, chai lattes, and shaken iced teas, along with its energy drink platform.

“We love those products because they skew a lot younger and serve as a base for a ton of other innovations,” Brand says. “We’re adding things like a slushy version of our energy drink, and we’re doing a lot of innovation around tea, mixing it with lemonade and soda or water or adding in dried fruit.”

PJ’s is also driving traffic during the p.m. hours with non-coffee items like boosted teas and Red Bull infusions. They’re attracting a younger demographic that hasn’t fully embraced coffee—at least not yet.

“I think millennials were introduced to caffeine through Frappuccinos and frozen blended products,” Nolte says. “Now, Gen Z and Gen Alpha are being introduced to caffeine through boosted teas and infusions. When they graduate to coffee, we’ll be ready for them.” Sam Danley is the associate

EYE-CATCHING DRINKS ARE BECOMING A KEY TRAFFIC DRIVER FOR QUICK-SERVICE BEVERAGE CHAINS.

Atomic Wings

The growing chain is gearing up for national expansion with a fresh franchising model and drive-thru prototype.

BY SAM DANLEY

FOUNDERS: Adam Lippin

HEADQUARTERS: New York City

YEAR STARTED: 1981

ANNUAL SALES: NA

TOTAL UNITS: 24

FRANCHISED UNITS: 24

ZAK OMAR DIDN’T IMAGINE HE’D END UP RUNNING Atomic Wings when he first inquired about franchising a store a decade ago. The multiunit Dunkin’ franchisee just wanted to add a second concept to his portfolio. As fate would have it, the chicken wing restaurant’s founder was starting to think about retirement. He jumped on the chance to purchase the company a few years later.

“I was ordering Atomic Wings as a customer way before I ever decided to buy the brand,” Omar says. “I loved their flavor profiles, everything from sweet to heat. I loved the freshness of the jumbo-sized wings that you could tell were never frozen.”

The New York native was drawn to the idea of owning a company founded in the city. He already knew a thing or two about the chicken business after working in his father’s food truck as a teenager.

“It was actually the first mobile fried chicken food on Wall Street back in the 1980s,” Omar says. “My dad had me and my brother back there with him handing out sodas. When I close my eyes and reflect back on that time, I remember the interactions with the customers. I see the smiles that our fried chicken put on their

faces. Something inside of me fell in love with that.”

Omar took over as the owner and CEO of Atomic Wings in 2016. At the time, there were two brick-and-mortar restaurants. It’s added around two dozen units since then, venturing beyond its home turf in the tristate area and strengthening its footprint throughout the East Coast and Midwest.

“That’s all been organic growth,” Omar says. “There are no venture capitalists that have helped us. There are no big money funds that have taken a bite out of our company. It’s mostly been people who have tried our food and believe in our concept.”

The growth engine is kicking into high gear this year. Atomic Wings is on track to nearly double the size of its system with 20 more locations by the end of 2024. Omar wants to reach 500 units within the next five years—an aggressive goal that he says is attainable thanks to a few key factors that set the brand apart from its peers.

First up are the wings themselves. There’s the traditional version you’d expect to find at a wing restaurant, plus a grilled version and a breaded version that’s similar to a crispy Korean-style wing. Second is all the work that’s been done over the past several years to make sure the brand is ready to scale into new markets—everything from a fresh logo and more consistent branding to a new website, enhanced recipe manuals, stronger vendor relationships, and an equipment package that’s faster, simpler, and less expensive.

Next is prototype innovation. Atomic Wings opened its first drive-thru restaurant in Houston earlier this year. Omar views that as another important differentiator, since long cook times prevent most wingcentric restaurants from offering efficient drive-thru service.

“We wanted to be first-to-market,” he says. “We partnered with

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Wetzel’s Brings Familial Flavor

Three generations of female franchisees expand their food truck presence in California.

BY SATYNE DONER

Wetzel’s Pretzels’ newest fleet of food trucks in Northern Orange County, California, represents more than just a business venture—it’s a family affair deeply rooted in a passion for pretzels and business. This multi-generational team, composed of grandmother Lorna Braley, her daughter Stacey Hooper, and Stacey’s daughters Alexis Pullon and Jadyn Hooper, brings a diverse range of experience and a shared dedication to delivering delicious snacks on wheels.

As one of the leading players in the pretzel snacking segment, Wetzel’s is capitalizing on the growing demand for adapatable franchise opportunities, attracting prospective operators nationwide.

With a remarkable two years of explosive growth under its belt, the brand boasts average unit volumes of $856,000 and has a robust pipeline of multi-unit operators embracing the addition of food trucks to its fleet. The program aligns with Wetzel’s commitment to diversity and inclusivity, particularly through its Access to Equity program, which empowers women and minority entrepreneurs.

For the Braley-Hooper-Pullon family, entrepreneurship is a way of life and passed down from generation to generation. Lor-

Entrepreneurship is

na’s successful ownership of a pizza parlor in the past laid the groundwork for her family’s latest endeavor. The allure of operating a new restaurant together was too strong to resist after Alexis and Jadyn came to Stacey and Lorna with a ripe business opportunity.

Lorna says she was immediately interested in being roped back into the foodservice industry, and Stacey jumped at the chance to have fun with her daughters after their family friend obtained a similar food truck and hit the road. Reflecting on her family’s urge to be their own boss, Alexis reminisces, “I think entrepreneurship is passed down in our family. We’re all naturally very hard working,” Alexis says. “I’ve always loved that we all wanted to own our own business ... [ Jadyn and I ] thought the food truck would be the perfect thing for us to do together.”

The family’s connection with Wetzel’s Pretzels runs deep. Both Alexis and Jadyn started their Wetzel’s journey as employees at the brickand-mortar location in Ontario Mills during their teenage years.

They worked their way up the ranks to become managers, gaining invaluable knowledge, forging lasting memories, and building connections with the brand. Their firsthand experience, paired with Wetzel’s warm reception from the community, solidified their decision to pursue the food truck.

“We knew [ Wetzel’s ] was the right fit for us because we love seeing how happy our community gets over the pretzels,” Alexis adds. “We’re bringing happiness to people ... We’ve never had a dull day with the brand, and we like the idea of being there for the community during their happiest events, like weddings and birthday parties.”

The benefits of Wetzel’s food trucks lie in their flexibility, allowing the family to balance their day-to-day commitments alongside their aspirations. Lorna, a seasoned business owner, continues to support her family, while Alexis juggles her role as a teacher and Stacey continues her career as a court reporter. Jadyn, at just 19, is obtaining her business degree at California State University, San Bernardino.

“Balancing organization and scheduling are incredibly important to make this work,” Stacey says. “We all understand each other and what’s going on in our lives outside of

a way of life for the Braley-Hooper-Pullon family.

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Strategies to Skyrocket Engagement Through Email

Cut through the competition with personalized marketing techniques.

Email marketing is one of the most popular strategies for many restaurants. In an era where consumers are overloaded with marketing messages, cutting through the noise and capturing customers' attention can be di cult. According to Statista, there are 4 billion global email users and the average worker checks their email 74 times a day.

“Email has been so commoditized,” says Richard Flores, senior vice president of marketing technology at Ansira. “To think not everybody is sending emails is naive, but it is still the largest and most powerful channel marketers have at their disposal, so there's a need to separate yourself from the rest of the group.”

Using baseline data, brands can change and optimize their marketing strategies. "You can make adjustments or explore new approaches," Flores says. "For example, you might experiment with di erent layouts, color schemes, and sending frequencies to determine what yields the best results."

To streamline marketing processes and optimize results, Ansira–a marketing technology and services company specializing in connecting companies with their customers through digital and physical experiences–o ers services tailored to each client partnership. In the case of email marketing alone, Ansira o ers copywriting

and creativity to email strategy and production. This includes leveraging AI to generate various copy and headline options and providing clients with e ective communication solutions.

Subject lines are one of the most important factors when building an email. It is the first thing recipients see, determining if it will be opened, or ignored. "We view email as an ongoing conversation,” Flores says. “If your message lacks new content or the recipient doesn't recognize your brand, they're likely to disengage.”

A useful tactic for maintaining engaging conversations and ensuring emails stand out in the recipient's inbox is tailoring content to their location. "Creating content that connects with the local scene has shown considerable improvements in communication e ectiveness," Flores says. Ansira makes it easy for operators and franchisees to tailor communications using content approved by the enterprise, ensuring relevance and appeal to local audiences.

Brand indicators for message identification (bimi), is an email standard that enables email inboxes to display a brand's logo next to the message. “These tools help your email stand out in the inbox list, making it more likely that someone will engage with your communication,” Flores says. “Leveraging features like BIMI alongside your subject line can significantly impact engagement levels."

Extending support beyond email marketing, Ansira o ers comprehensive strategies across various channels including mobile, SMS, social media, and websites. The technology can assist both local operators and large enterprises to communicate e ectively with their audiences.

Ansira enhances email marketing strategies by personalizing customer experiences and ensuring content relevance. Businesses can stand out in a crowded market by using technology to tailor emails, optimize data use, and increase brand visibility. This strategy improves customer engagement and significantly boosts the e ectiveness of marketing campaigns. -By Olivia Schuster ◗

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READY TO CONNECT WITH YOUR CUSTOMERS?

Amid challenging times, a new crop of executives and pioneers are pushing for growth, innovation, and relevance within the restaurant industry.

Y −

2 8 YOUNG L E ADERS WAT C H to

/ BY QSR STAFF

The food and beverage business is a challenging segment that requires incredible motivation and unwavering wisdom to make the best decisions. This year’s list of 28 Young Leaders to Watch fits that mold, and they aren’t letting any barrier stand in their way. In the face of unpredictable economic times and ever-changing consumer tastes, these rising stars have shown remarkable resilience and strategic prowess. They are the embodiment of a new era of leadership, driving growth, sustainability, and inclusivity in their organizations and communities alike. As these young leaders navigate the twists and turns of the quick-service landscape, their passion and creativity shine through, illuminating the path forward for the entire industry. 

KATERINA GLYPTIS

PRESIDENT

TIM HORTONS U.S. AGE: 30

Katerina Glyptis’ family immigrated from Greece to the U.S. and settled in Cleveland where they established a line of fast-casual Greek American diners. They’d place a young Glyptis in her highchair while her mom rang up customers, immersing her in the vibrant quilt of restaurant culture.

−

“Restaurants are real, tangible. Food is innate and routine to people’s lives ... It’s something memories and communities are built over. Breaking bread with people is so immediately real, and it’s something that really attracted me to this space,” Glyptis shares.

While she felt naturally inclined toward food service, she spent her college years at Harvard studying economics, government, and ethics. She says her main vision was to figure out how to make a difference in communities and get involved in “executing good things to happen for large quantities of people.”

Glyptis recalls strolling down

the rows of companies at her college career fair, wondering what type of industry or company she could join post-graduation. Here, she ran into Burger King, where everything seemed to come full circle for her.

“It was clear to me that of all the different concepts in this consumer-facing space, there was

something different about Burger King because it gave young people a world of responsibility and ability to have an impact,” Glyptis says. “It was a way to connect with something I had a strong appreciation for from the way I grew up.”

Soon after, Burger King merged with Tim Hortons in December 2014 under Restaurant

Brands International. Glyptis went on to work for Burger King for nine years, holding senior roles in restaurant development, franchise performance, and eventually became vice president of franchise operations for 7,200 restaurants in the U.S. and Canada. Building strong relationships with franchisees brings Glyptis

back to her childhood because it reminds her of her parents. She understands the personal investment required from both ends, and it drives her to continuously improve franchisee relations. That’s been the driver of success at Burger King.

“Franchisees are putting their entire lives into the restaurant. It’s their livelihood, their kids, their college,” Glyptis adds. “There is a lot of responsibility that comes with helping support them to further grow their success, and it all hits close to home for me.”

She quickly became the inner consciousness of the franchise system, positioning herself as the go-to person for discussing operations, marketing, development, finance, and everything in between. She championed franchisee victories as a building block for the success of the brand, and this attitude carried over to her position at Tim Hortons.

In June 2023, the coffee giant announced Glyptis as president of Tim Hortons U.S. to support the brand’s growth and development in the market, which has plenty of whitespace. Tim Hortons finished 2022 with 636 domestic restaurants. By the end of 2023, the brand reached its largest number of U.S. openings in over five years under Glyptis’ wing.

With her natural business acumen and execution-oriented approach, Glyptis was brought

• TIM HORTONS IS GAINING MOMENTUM IN THE U.S.

on board to oversee and drive expansion into new markets such as Texas, Georgia, Arizona, Tennessee, Missouri, Delaware, and New Jersey.

She was so invested in Burger King that it felt bittersweet to leave it behind, but she also recognized the opportunity Tim Hortons presented not just to her but to U.S. consumers. Glyptis saw this as a chance to delve further into her passion to have a lasting impact on communities.

“Tim Hortons is an iconic brand and the most densely penetrated restaurant concept in Canada,” Glyptis shares. “I got to appreciate it as a guest while living in that market, and I got to know its heritage and loyal following from guests.”

The beloved Canadian coffee chain entered the U.S. in 1984, establishing itself in markets where Canadians could make cross-border coffee runs. It made steady progress in a few key U.S. markets for 40 years, but Glyptis believes now is the right time to accelerate growth.

“We’ve got the whole country open to us in the fastest-growing restaurant segment, and our early proof points in new markets show us that this growth is very real,” Glyptis says. “The investments from RBI and the excitement from their perspective to further help support a new, solid foundation for Tim Hortons in the U.S.”

So, what’s in this winning game plan? For starters, RBI hired an experienced development team, including Glyptis. Former Domino’s CEO Patrick Doyle joined as RBI’s executive chairman in late 2022, and Ryan Ferranti became Tim Hortons’ head of business development and franchising in early 2023.

Through updated store builds, ROI-friendly franchise options, and technology aimed at building customer loyalty and generating visits, Glyptis is nurturing Tim Hortons U.S. and helping solidify its presence in both existing and new markets.

“We have around 650 units, mostly in the Great Lakes region, and we’re working on improving sales, customer count, and profitability of our franchisees,” Glyptis says. “Of course, we’re also focused on streamlining operations as well.”

A year into her role, Glyptis is steadily moving forward with introducing the brand to what she calls “an untapped void of consumers who have relocated” to places outside Tim Hortons’ core markets.

The momentum and progress across the brand’s system push Glyptis to continue creating brand visibility and building a team with the resources necessary to feel empowered and ready to accomplish their professional and personal goals.

“It’s been amazing to see how much I’ve grown and evolved in this role in just 10 months,” Glyptis says. “The creativity and intelligence of Tim Hortons U.S. team has been incredible ... When I’m out touring in markets and in restaurants with the franchisees, it feels familiar, and it feels like home.”

JENN RUPPERT

VICE PRESIDENT OF MARKETING

MAD GREENS AGE: 34

In her role, Jenn Ruppert oversees all marketing endeavors, ensuring they align with company objectives and drive sales while enhancing customer engagement across various channels. She collaborates with different departments to maintain brand consistency and satisfactory customer experiences. Noteworthy contributions include her involvement in developing imaginative limited-time offers within the healthy fast-casual sector, such as Tacomania, Cleopatra Salad, and the Seared Ahi Tuna menu. Additionally, she was involved with menu pricing analyses to maintain competitiveness while ensuring profitability. Her initiatives extend beyond menu strategies. Ruppert reintroduced the Lucky Croutons MAD Scratch & Win game, enhancing the dining experience with surprise discounts. She also positioned MAD Greens at the forefront of technological advancements by participating in drone delivery service tests. Looking ahead, Ruppert will play a crucial role in MAD Greens’ strategic planning for expanded growth, franchise opportunities, and a revitalized dining experience. She contributed to unveil-

ing a refreshed prototype design and helped roll out a new website and sales marketing materials for franchising. Ruppert’s personal motto, “hungry for fun,” reflects her commitment to making healthy eating an adventure. She aims to inspire restaurant marketing professionals and envisions national expansion, sharing healthy and delicious food with a wider audience.

“My primary goal is to continue growing and inspiring restaurant marketing professionals,” Ruppert shares. “While in-house brand marketing for restaurants may be viewed as an unconventional career path and challenging to break into, I find it to be incredibly rewarding and exciting."

TRISHA DURHAM

HEAD OF TRAINING

BIG CHICKEN

AGE: 26

– & –WILL

GLADSON

MARKETING MANAGER

BIG CHICKEN

AGE: 31

Will Gladson and Trisha Durham are both integral parts of Big Chicken’s success story. Durham has played a big role in maintaining high standards and smooth operations across Big Chicken’s network of restaurants. Her journey from general manager to head of training showcases her dedication and leadership within the organization. Durham’s unique approach to training, including the implementation of a mobile-based learning management system, has facilitated efficient onboarding and skillbuilding for new hires, leading to the successful opening of numerous new locations. Without her dedication and leadership, Big Chicken wouldn’t have opened 18 new units in 2023 and another four so far this year.

opment, creating a synergy that drives the brand’s continued success in the restaurant industry.

VIRIDIANA

VIVEROS GUZMAN

NEW RESTAURANT OPENING GENERAL MANAGER

PORTILLO’S AGE: 29

As a key figure in developing marketing strategies, Gladson has significantly contributed to the brand’s growth and visibility, especially through innovative partnerships and digital initiatives. His collaboration with Shaquille O’Neal’s sports management agency and his hands-on approach to marketing, including menu taste tests and foosball tournaments, reflect his creative and dynamic leadership style. He actively tests new technologies and strategies in flagship locations to ensure operational excellence across the franchise. This year, he has been instrumental in working with third-party agencies and partners to guide the creative direction of initiatives such as the launch of crinkle cut fries, the celebration of O’Neal’s birthday, and the Big Bracket Challenge. On the digital side, Will led an audit of Big Chicken’s presence on third-party delivery platforms and worked collaboratively with the marketing team and Thanx on the launch of Big Chicken Rewards. Together, Gladson and Durham represent the dynamic and forward-thinking ethos of Big Chicken. Will’s strategic marketing initiatives complement Durham’s focus on operational excellence and employee devel-

Viridiana Viveros Guzman, Portillo’s new restaurant opening general manager, is a pivotal figure in the company’s growth strategy. With plans to expand to 920 locations, her role in opening locations across the country is essential. While facing challenges as a DACA recipient, Guzman’s journey from an hourly team member to a leadership role exemplifies determination and dedication.

Guzman is lauded for her modern approach to restaurant operations, emphasizing team development and embodying Portillo’s core values of family, greatness, energy, and fun. Over the years, she has opened 37 restaurants and trained thousands of team members and managers. Her focus on scalable processes, hospitality, and mentorship has been instrumental in shaping the fast casual’s operational framework.

She authored the company’s new restaurant opening team manual and implemented a mentorship structure. Guzman also spearheaded initiatives like a video content series to engage team members and new concepts, such as Portillo’s Kitchen 23.

As a Latina leader, Guzman understands the importance of representation and opportunity. She ensures that every guest feels welcomed and valued while empowering team members to

realize their potential. Her story serves as an inspiration, highlighting the transformative power of opportunity and the importance of opening doors for others in the restaurant industry.

Guzman’s impact transcends the physical expansion of Portillo’s; she fosters a culture of growth and inclusivity, making her a standout leader in the restaurant industry. As of now, the brand operates around 85 restaurants in 10 states. This year, the plan is to open nine units.

CHRISTIAN LEE

PRESIDENT FLAME BROILER AGE: 28

Christian Lee has amassed extensive experience in the restaurant industry, notably as a Flame Broiler franchisee for over four years. His hands-on involvement has cultivated a profound comprehension of the business, shaping him into a versatile leader.

“Flame Broiler is not just a restaurant chain to me; it is deeply intertwined and connected with my upbringing, passion, values, and aspirations for my life,” Lee says. “It started early on, with my first memories in life being in the first store with my dad. I vividly remember the sights, smells, and sounds of him specifically making our famous Magic Sauce by hand.

“My parents immigrated to the United States from South Korea and opened a small rice

bowl shop in Fullerton, California, in 1995,” he adds. “They started the business with the purpose of giving my brothers and me opportunities they didn’t have. For many immigrants, their aspirations which are birthed out of survival, create far more than that for the next generation.”

Lee’s leadership philosophy revolves around his passion for uplifting individuals and communities. He perceives restaurants as agents of transformation, offering opportunities and fostering connections with customers. His background in social entrepreneurship further reinforces his commitment to holistic wellbeing.

Lee, alongside his family, drives Flame Broiler’s strategic direction, focusing on aligning the company with its mission, vision, and values. He actively embodies these principles across the organization, resulting in a notable 50 percent turnover rate decrease and significant expansion.

“So often, culture never leaves strategy meetings and employee handbooks. There’s frequently a gap between the aspirational and theoretical vs. the experiential when it comes to culture,” Lee says. “But the experience is the most honest and important gauge of an organization, not what’s written in the culture document. We’re always asking ourselves, “is there a consistent culture that’s lived and experienced, and are there servant leaders that are exemplifying that culture throughout the organization?”

Under his guidance, the support center team tripled in size, and he assembled a formidable leadership team. Lee facilitated 13 location acquisitions and launched a groundbreaking franchise sales program, expanding Flame Broiler into Texas and six states overall.

As Flame Broiler remains family-owned and operated, Lee’s dedication to preserving its legacy and making a substantial industry and community impact is evident. With him at the

helm, Flame Broiler is poised to continue its industry-leading trajectory.

“I have an immense amount of privilege to be in the position I am in today as president of Flame Broiler 29 years after its founding and have the opportunity to serve everyone the company comes into contact with,” Lee says. “I’m extremely humbled to lead alongside my family who I have shared values and passion with and dream big about the future together. Looking ahead, I’m excited to extend my dad’s legacy and continue building a multi-generational business that exists to help restore holistic health in the world through Flame Broiler.”

NICK D’ANTONIO

VP OF IT

SALAD COLLECTIVE AGE: 35

Nick D’Antonio’s journey in the restaurant industry began at Coors Field in Denver, where he worked in both front and backof-house roles. After earning a bachelor’s degree in business administration, he transitioned to IT roles at Noodles & Company, witnessing the brand’s rapid expansion from under 200 units to well over 400 during his tenure. Joining MAD Greens, Nick played a crucial role in implementing scalable systems to support growth, leading to nearly tripling store count between 2015 and 2019. He spearheaded technology integration during mergers with Snappy Salads and

AISHA FLETCHER

VICE PRESIDENT OF COMMUNICATIONS RESTAURANT BRANDS INTERNATIONAL AGE: 34

APRESTON NIX

DIRECTOR, LOYALTY AND CRM BURGER KING AGE: 29

colleague referred to Aisha Fletcher as a “force to be reckoned with.” In a career that spanned PR and communications, she honed her skills on the agency side before moving to the client realm a decade ago at Brinker International. There, Fletcher rose to director of communication and public relations for Chili’s, helping create and execute campaigns in tandem with marketing while building the comms team into an essential function across the casual chain’s business. In 2020, Fletcher joined Restaurant Brands International as director of communications for two of the country’s largest and most-recognizable chains in Burger King and Popeyes. She began as part of a smaller group with no direct reports. But in the past three-and-a-half years, all of that has grown exponentially. As VP of communications today, Fletcher is overseeing the communication plans for RBI’s U.S.-based portfolio of brands, including Burger King, Popeyes, and Firehouse Subs. She currently directs a team of 12 people on outcomes and connectivity through franchisee relationships, internal employees, and external audiences.

In 2022, Fletcher guided the comms strategy for the launch of Burger King’s “Reclaim the Flame” plan, which included a historic investment of $400 million from RBI with a financial match from operators. These goals were revealed during last year’s franchisee convention, where Fletcher and her team led the content and creation. Afterward, they took the message to internal employees and

the media. Fletcher also guided the approach for Popeyes’ “Easy to Love” multi-year strategy intended to increase average four-wall profitably to $300,000 by the end of 2025 and helped Firehouse last year spearhead transformation within its comms department.

“Not only does Aisha have a proven reputation for effectively executing communications for massive multi-year growth plans on behalf of some of quick-service’s biggest names, she is also someone who loves to challenge the status quo by constantly seeking new, better ways of doing things,” her nomination read. “Aisha is a dedicated mentor who leads with empathy and inspires the best out of her team.”

Preston Nix’s career began with RBI in 2016 as part of its Leadership Development Program. After two years, he moved to Burger King’s CRM function and has continued to grow and showcase his digital skills, working alongside colleagues on major national campaigns. He’s helped Burger King revamp its digital presence with a “rare superpower to meld analytical prowess with innovative creativity,” a colleague said. Nix has been a part of the launch of more than 150 campaigns. Some include the groundbreaking “Whopper Detour” that used geo-location to set a new standard in digital engagement and acquisition. In 2021, he led “BK with a side of Crypto” in partnership with RobinHood, and, most recently, the brand’s “Million Dollar Whopper Contest” that deployed AI to offer customers a digital experience where they could not just build the next Whopper, but also be able to see a preview and generate their own Whopper ad (jingle included), all powered by generative AI.

Under Nix’s stewardship, Burger King introduced its loyalty program in 2021 and has witnessed year-over-year growth. “Preston’s visionary contributions have not only elevated Burger King’s digital strategy but have also laid down new paradigms for customer interaction and engagement in the digital age,” his nomination added.

Tokyo Joe’s, streamlining operations and standardizing systems across brands.

Recognizing the significance of data-driven decisions, D’Antonio invested in advanced business intelligence tools, enhancing the organization’s ability to make informed strategic choices. His recent focus on real estate site selection resources reflects a proactive approach to future growth. As VP of IT for Salad Collective, he oversees technology, information, and data for all brands, contributing to overall business strategy and growth.

D’Antonio is enthusiastic about collaborating with the Tokyo Joe’s team to unlock efficiencies and synergies. He also anticipates leveraging technology to support MAD Greens’ franchising efforts, building upon previous groundwork for scalability.

“Technology and our fastcasual restaurant industry are rapidly evolving and I love approaching it with an open mind as there’s always something new to learn or things we can do better. I’m excited to be along for the ride,” D’Antonio says.

JACK D’AMATO

DIRECTOR, COMMUNICATIONS & CORPORATE AFFAIRS

INSPIRE BRANDS

AGE: 32

– & –

BRIGETTE BUCKNER

DIRECTOR OF PUBLIC RELATIONS

DUNKIN’ AGE: 34

There’s no shortage of stories to tell at 32,600-unit Inspire and ways to connect the company’s messaging with consumers and franchisees. Starting with Jack D’Amato, he’s a brand reputation leader who’s always seeking opportunities for Inspire’s nar -

rative to shine. D’Amato’s responsible for securing coverage across media, industry events, and business outlets, and while the company—perhaps the fastest on record—continues to grow, so do these chances. He’s also spent much of his tenure building a crisis communications team and has served as an adviser to Inspire’s 2,900-plus franchisees, on-call to provide support. Perhaps the best representation of D’Amato’s career arrived amid COVID. He was in daily morning and evening meetings with executive leadership, coordinating communications needs for franchised locations, corporate stores, investors, managers, media, and employees. Although overwhelming at times, it’s where D’Amato solidified his reputation as somebody able to handle whatever might come next.

Brigette Buckner serves on the team of Inspire’s largest entity in Dunkin’. And it’s been an eventful year, to make a major understatement. The brand’s DunKings’ Super Bowl spot featuring Ben Affleck shattered records. Within the opening week, it was rated the No. 2 ad by more than 160,000 votes submitted to USA Today’s Ad meter. DunKings track suits and hats sold out in 19 minutes

REILLY BERK

CEO BERK ENTERPRISES

AGE:

26

Reilly Berk, the third-generation CEO of Berk Enterprises, a company founded in 1946 by her grandparents, Harold and Suzanne Berk, is heading up a nine-figure business in her mid-20s. The company has undergone a significant transformation over the years from its origins in janitorial suppliers to emerge as a national supplier. Berk Enterprises today maintains a catalog of more than 4,000 foodservice disposables such as plastic cutlery, straws, cups, to-go containers, and more as it services over 3,000 different customers,

and more than 77,000 listeners heard DunKings’ new single. Dunkin’ also reported a high mark for Valentine’s Day shortly after—more doughnuts were sold on February 14 than any other day in brand history.

Buckner joined Dunkin’ shortly after its December 2020 acquisition by Inspire. She walked into a role with bigger and better ad spend, marketing, data, and

Buckner’s leadership and creativity drove Dunkin’s headline-making collaboration with ELF Cosmetics, record-breaking Iced Coffee Days, the brand’s loyalty program relaunch, GenZ-friendly Ice Spice partnership, and award season takeovers.

RICHARD KWON

SENIOR BUSINESS

DEVELOPMENT MANAGER

bb.q CHICKEN AGE: 26

including some of the largest restaurant chains, as well as schools, entertainment venues, theaters, stadiums, and fairs, in addition to supplying the nation’s largest foodservice distributors with multiple distribution centers across the country. Joining the family business in 2013, Berk, who oversees more than 115 employees, has played a pivotal role in this evolution. She’s active in various professional groups and industry organizations, including The National Restaurant Association, OABA, NICA, IFMA and IFDA. Berk was also listed on Forbes’ 30 under 30 for the Greater Cleveland Area and headed up QSR ’s first Women in Restaurant Leadership Summit as its founding member. Berk’s goal is to quadruple revenue over the next 10 years or so.

tech capabilities that she was no stranger at leveraging. Buckner’s biggest achievement wasn’t just one Super Bowl ad and billions of impressions, plus a leading social conversation driver, it’s actually two (the “Dunkin’ Cinematic Universe” first arrived in February 2023 for the big game, also with Affleck as the star working the drive-thru of a Medford, Massachusetts, location)

Richard Kwon has had a desire to share his Korean American heritage— and namely the food— with people since his childhood growing up in New Jersey. He’d educate friends on everything from culture to the art of Korean drinking etiquette to how to eat Korean barbecue. His career with bb.q Chicken, a brand that lives that mission as well, began in 2021 as an operations manager. Kwon traveled across the country spearheading openings and overseeing development. He partnered with franchisees in the kitchen and counters to learn the business, where his ability to speak fluent Korean and English helped new locations appeal to bb.q Chicken loyalists and new guests alike. At the time, there were about 60 stores. Today, there are nearly 250 in North America.

As senior manager in business development, Kwon directs expansion in North America as well as Central and South America, and leads a team that opened the first Panama store. He’s currently working on coast-to-coast development alongside international markets, including the Caribbean. Recently, Kwon was also part of a group that launched a franchise development advertis-

ing campaign aimed at attracting new operators, including those who might be unfamiliar with the brand. His ops background enabled him to speak directly to franchisees about what they could expect and the potential payoff.

“In my role, I don’t just help grow the bb.q system—I serve as a figurative bridge between cultures, by introducing new franchisees to bb.q. This in turn brings more guests into bb.q locations, which helps further spread the word about bb.q and Korean food and culture,” Kwon says. “Korean food and culture is a part of my soul, and Korean fried chicken is just too good not to share with the world.”

NEIL HERSHMAN

CEO AND OWNER 16 HANDLES AGE: 28

Neil Hershman was the largest franchisee of 16 Handles when he decided to acquire the company in August 2022 with YouTube star Danny Duncan. He had become a big believer in the fro-yo concept’s ability to serve as a community gathering spot and wanted to expand that mission outside of New York City. The addition of Duncan as an investor helped sales and franchise outreach. It’s also tapped a millennial customer base and will lead to collaborative flavor launches in the future, along with unique experiences and social content. Dozens of 16 Handles are currently under construction

TO YOUR MARKET BOJANGLES BRING

FRANCHISE INCENTIVES AVAILABLE

In 2020, our mission was to craft the best hand-breaded chicken tender and sandwich within our segment. Since then, we've expanded into multiple markets by introducing an innovative boneless menu and optimizing our kitchen operations. Our achievements extend beyond impressive top-line sales, reaching $3.23M*, to enthusiastic consumers, particularly the younger demographic, through glowing reviews.

throughout New Jersey, Massachusetts, Texas, South Carolina, and other markets with a fresh design that features a first-in-class modular topping bar that allows for flexibility for operators while maintaining a seemingly endless number of toppings. New soft serve machines were added to save electricity and enable franchisees to offer a more consistent product with less labor. Ambiance wise, it’s refreshed with a new signature slogan, “Choose Wildly.” The brand’s menu features 16 different soft-serve flavors, north of 50 toppings and sauces, as well as a variety of frozen novelties such as cakes, cookie dough, and take-home points.

Still under 30, Hershman’s ability to connect with younger generations is helping 16 Handles separate from the pack of fro-yo chains. That vision and forwardthinking mindset has inspired franchisees to head into new markets and continue aiming at growth.

RICHMOND GREEN

VICE PRESIDENT OF OPERATIONS gusto!

AGE: 35

With a diverse background in sales, team building, and talent management, Richmond Green has played a key role in transforming Atlanta-based gusto! from a single restaurant into a thriving enterprise with 12 locations and annual sales exceeding $20 million. He joined the health

JACOB BAXTER

SENIOR MANAGER OF EQUIPMENT AND OPERATIONS INNOVATION CHIPOTLE AGE:

29

Jacob Baxter’s journey at Chipotle began amid a pivotal moment for the company—the relocation of its corporate headquarters to Newport Beach, California, and the establishment of its Operations Excellence team in 2018. He joined as an equipment innovation analyst during this formation and quickly rose to become the senior manager of equipment and operations innovation.

Baxter and his team oversee the comprehensive stage-gate process for all equipment initiatives impacting operators and crew members, from discovery and identification to

food chain as director of operations and strategy back in 2016, when founder and CEO Nate Hybl was looking to open a second unit. Green’s experience as a grand opening supervisor for Chick-fil-A aligned with what the entrepreneur was looking for to help grow the brand.

Fast forward to 2024, and Green now serves as vice president of operations, overseeing the dayto-day functions of the business, managing the company budget, and leading a group comprised of all senior department heads. His blend of servant leadership and business acumen has earned him praise from Hybl, who commends his ability to harness ideas and turn them into action.

“After learning the sturdy foundations of the restaurant business from Chick-fil-A, he’s been able to lead gusto! from the front of a young, high-growth company,” Hybl says. “He’s tough, adaptable, innovative, and most importantly, kind. In a tumultuous industry, he’s a steady leader who is often proactive and very rarely reactive. ”

design, optimization, and field testing. They serve as a crucial link between the company’s executive leadership, support center, corporate-owned stores, and third-party equipment vendors.

His success is evident in numerous equipment upgrades over the past five-plus years. He led the rollout of rice cookers that optimize labor costs, dish machines that elevate food safety standards, and impingement ovens that marked the fast casual’s first new menu item in over 25 years, to name a few. Currently, he’s exploring opportunities to reduce chicken and steak cook time, streamline produce preparation, and improve oil efficiency. Those initiatives, along with over a dozen other projects spearheaded by Baxter and his team, are all geared toward simplifying Chipotle’s operations and enhancing the daily lives of crew members.

BRIAN

LEHRER

DIRECTOR OF CONTENT FAT BRANDS AGE: 35

Brian Lehrer is a jack of all trades when it comes to creating impactful content at FAT Brands. As director of content, he acts as both a lead creative and head of video production for the compa-

ny’s internal agency. Whether he’s working with marketing heads, C-suite leaders, or external production partners, he’s always game to get hands-on—from director to editor to “cheesepuller”—whatever it takes to bring the creative vision to life.

Leaders from FAT Brands say his most impactful projects to date are eye-catching commercials, distributed on both broadcast TV and CTV. Lehrer was tasked with learning new brand identities and determining where there was room for growth when it came to storytelling after a flurry of acquisitions from the company. One major opportunity was Round Table Pizza. He helped reignite the brand’s creative direction by reviving its very own knight in shining armor and assembling the costume piece-by-piece. Roundtable’s new commercial and social content featuring the knight continue to perform well, not only in driving attention and sales but also when evaluated against competitors. The ads average an impressive 93 percent view completion rate and a 25 percent boost in consumer interest after viewing.

From writing humorous scripts to sourcing the right props, Lehrer

MICANA GALLAWAY

DIRECTOR

Msays he approaches every creative task with the same mindset: “How can I be both as effective and efficient as possible?”

TYLER TOMBS

MULTI-UNIT FRANCHISEE

JERSEY MIKE’S AGE: 28

New Jersey native Tyler Tombs has been eating Jersey Mike’s since he was 5 years old.

Now a pillar of strength for the brand’s presence in New England, he operates five franchised units and expects to open three more by the end of 2024. In fact, he’s doubled his footprint every year since becoming a franchisee.

The 28-year-old multi-unit owner credits his operational excellence to investing in his team, giving back to the community, and piloting programs like Best Buddies, which creates opportunities for leadership development and empowerment for individuals with intellectual

icana Gallaway’s leadership journey started at Chick-fil-A.

After earning accolades for her performance as a general manager at a store in Florida, she further honed her expertise through the company’s Leadership Development Program, successfully opening 10 locations across the country and providing invaluable support during the challenges posed by the COVID-19 pandemic.

Recognizing her talents, Vision Food Group founders Daniel Scott and Josh Christensen tapped her to help them bring Crumbl to Atlanta four years ago. She came on board as director of operations for the growing quick-service franchisee in 2020. Since then, she’s opened seven stores in the area with three more in the pipeline. Gallaway and her wife also opened their own Crumbl location in East Point, Georgia, last fall. Thanks to the success with the dessert brand, along with her 15 years of experience at Chick-fil-A, Gallaway and Vision Food Group have been approved to bring eight Dave’s Hot Chicken locations to the Atlanta market.

and developmental disabilities. In December, he was presented with the “Making a Difference” award by Jersey Mike’s for his social responsibility efforts.

Additionally, he was named Rookie of the Year in 2023 by the Jersey Mike’s National Conference. Tombs is looking forward to maintaining a pace of three to four new stores per year and continuing to help the brand implement the Best Buddies program to other locations across the country.

CORY HIBBARD

PRESIDENT GRAZE CRAZE AGE: 31

At the tail end of 2022, Cory Hibbard was named president of Graze Craze, a fast-growing charcuterie board catering concept focusing on the specialty food category known as “grazing.”

The brand has exploded to over 60 locations in 30 U.S. states, with more than 100 units in its development pipeline. Under Hibbard’s leadership, Graze Craze has nearly doubled its footprint year-over-year and expanded

operations internationally into Australia and France. International development will spill over into Canada and the U.K. before the end of 2024.

While this is the 31-year-old’s first venture into food, he’s been an employee of the United Franchise Group since 2014, where he gained valuable experience developing fast-growing franchises.

By aligning Graze Craze with powerhouse partnerships in the wine and beer industry, wedding industry, and more, Hibbard is expanding the brand’s revenue streams and preparing to revolutionize this once-fragmented segment into a proven franchise opportunity for all occasions.

JERSEY MIKE’S

AHMED ABOUELENEIN

CEO

THE HALAL GUYS

AGE: 32

From food cart to franchise fame, Ahmed Abouelenein has grown up alongside The Halal Guys. It started with a single hot dog stand in New York City. He worked there at an early age alongside his father, who founded the business with two other Egyptian immigrants in 1990. The brand quickly cultivated a loyal fan base and long lines largely via word-of-mouth, tapping into demand for quick and inexpensive halal meals from Muslim taxi drivers to become one of the city’s best-known and longestrunning food carts.

Expansion beyond the Big Apple kicked off when Abouelenein became CEO in 2014. That same year, The Halal Guys took its first step into the world of franchising. Brick-and-mortar locations take a cue from the brand’s roots on the street, with small menus, compact footprints, and stainless steel countertops emanating the feel of a food cart.

That approach is paying off. The brand now spans three continents and has over 110 operational locations throughout the U.S., Canada, South Korea, Indonesia, and the U.K. With plans for further global expansion and more than 200 locations currently in development, the accelerated growth and current momentum are the result of Abouelenein’s drive to propel American halal food into the restaurant mainstream.

“Each new location represents not only a milestone in our journey but also an opportunity to introduce our unique flavors and culture to

a broader audience,” he says.

The 32-year-old chief executive wants to bring the brand to more cities around the world so everyone can experience a taste of his father’s legacy. That’s more than just a business objective. It’s a passion. He believes in the founders’ goals of providing highquality food while embracing their heritage and bringing people from different backgrounds together.

“As we expand into new markets, we carry with us the same commitment to quality, authenticity, and unparalleled customer experience that has defined our brand from the beginning,” Abouelenein says. “Every encounter with our brand is an opportunity to showcase not only our mouthwatering flavors but also the warmth, friendliness, and inclusivity that define our hospitality.”

He’s picked up plenty of lessons on leadership over the years that he believes are crucial for success. At the top of that list is adaptability. It’s a key trait that he says helps the company navigate the ever-evolving landscape of the restaurant industry.

“The Halal Guys is always pursuing innovation, evident in our consistent introduction of new technologies and menu innovations,” Abouelenein says. “By staying at the forefront of emerging trends and consumer preferences, we continue to captivate and excite our loyal fan base. Our commitment to pushing boundaries and redefining the dining experience sets us apart from the competition.”

DOINITA LEAHU

DIRECTOR OF TRAINING

VICIOUS BISCUIT

AGE: 32

A native of Romania, Doinita Leahu was already breaking barriers before she joined the team at Vicious Biscuit. She became the youngest and only female senior leader at Cedacri International, where she successfully challenged the traditional patriarchal norms

EMILEE STRAZIUSO

PROJECT MANAGER

BALANCE PAN-ASIAN GRILLE AGE: 30

Emilee Straziuso is a stellar example of an employee who rose through the ranks because of her passion for Balance Pan-Asian Grille and her commitment to ongoing learning. Starting out in customer service in 2014, Straziuso quickly moved into a training lead position, and assisted with opening multiple locations. When the brand revamped its digital learning management system, she took a leading role in the project and moved into an administrative role for the first time before being elevated to her current role as project manager.

“It gave me the opportunity to learn the absolute most that I could,” she says about her career journey. “Not just about the brand and the fast-casual food industry, but rather, how to connect with my teams and motivate them. It served and continues to serve as a base where I am able to proficiently support larger administrative efforts as I am aware of their effects operationally.”

Kanan Pandya, development coordinator at Balance Grille, notes how Straziuso’s prior experience as an employee “brings great leverage to the position, as her deep knowledge of menu and employee culture helps lead our transparent approach to communications with our customers.”

Straziuso’s cross-functional background also plays a pivotal role in providing support for the brand’s franchise community and store employees. “Understanding how to connect with individuals and make them feel seen is more important now than ever,” she says. “All of our brand level efforts boil down to our operational teams and frontline team members. Their contentment and wellbeing is a vital component

to ensuring our customers’ satisfaction. If our teams aren’t taken care of, how can we expect our customers to feel taken care of?”

One of Straziuso’s own personal challenges in her career was asking for support, as she admits she used to take on more than she could handle and attempt to do everything herself until she learned to delegate. “I lean on my team often now, as they do the same with me,” she says.

“At Balance Grille, we work to establish autonomy in our workplaces. Allowing our employees a bit more freedom to accomplish tasks in ways that are better suited for them served as challenging as I find myself to be attentive to detail and craving perfection,” Straziuso adds. “Loosening my expectations in an effort to meet people where they are at was a huge challenge for myself. There is a happy medium to be found that lives in between micromanagement and the absence of management. Creating that balance took me some time.”

As for the future, Straziuso is gaining a foothold to become a marketing director for the emerging brand as it grows to new markets. “Balance Grille has big plans in the making,” she says. “I’ve always said that we move slow to go fast; making sure that we do our due diligence and position ourselves into a space where we can put pedal to the metal and make big waves. I am excited and enthralled for what’s to come.”

Pandya adds, “Emilee is a dedicated and hardworking talent on our team. She embodies the Balance brand and ethos, and constantly strives to push the boundaries of her comfort zone with confidence. Her passions outside of Balance include being an advanced yoga instructor, and being a dedicated cat mom to her two furbabies. These passions of hers bring a calming and well-rounded demeanor into the restaurants, which is unique in the food industry.”

of Romanian culture, ultimately gaining the respect of her male peers.

A move to New York prompted Leahu’s transition into the world of foodservice and hospitality; she worked at a Chick-fil-A while she earned her Master of Business Administration degree. Her strong work ethic didn’t go unnoticed, and she was quickly promoted to operations director at the location in Charleston, South Carolina. Leahu then decided to take an assistant manager role at Vicious Biscuit’s corporate training store, and soon thereafter took over as general manager of the brand’s store in Neptune Beach, Florida, where she achieved the highest retention rate across the company.

She was elevated to director of training in February, and oversees corporate and franchise training, plus plays a key role in opening new stores alongside her team of corporate trainers. Leahu’s goal is to eventually become the first Vicious Biscuit employee to own a franchise.

KIM HOLLIS

DIRECTOR OF BRAND MARKETING

TROPICAL SMOOTHIE CAFE AGE: 34

34-year-old Kim Hollis serves as Tropical Smoothie Cafe’s director of brand marketing, which oversees national brand communications, marketing, advertising, and PR efforts. She is a champion of leading consumer communication

strategy and execution, playing a key role in building brand awareness, driving sales, and expanding loyalty membership.

“My team touches and impacts every part of the business ... I enjoy the impact we have cross-functionally by ensuring every guest touchpoint delivers on a great brand experience,” Hollis says.

With an eye for innovation, Hollis brings a fresh take to her integrated marketing efforts. In 2021, she spearheaded all influencer marketing and PR efforts behind the brand’s 1,000th cafe milestone in Flower Mound, Texas. In 2022, she supported the launch of a new app and loyalty program, which resulted in an increase of loyalty membership by 69 percent.

Notably, Hollis helped secure the first celebrity partnership between Tropical Smoothie Cafe and “SNL’s” Chloe Fineman. While juggling multiple concurrent projects, Hollis drove awareness of the new menu item Tropic Bowls, which launched

nationwide in January and exceeded all expectations.

Hollis finds success in driving cafe sales, increasing guest engagement, and supporting the brand with an unwavering commitment to her team through integrity and passion.

“Being able to foster an environment that I wish I had when I first started my career is a huge moment for me to inspire the next generation of leaders,” Hollis adds. “As a young leader, I’m inspired by the opportunity I have in my current role to help

my team develop, grow, and thrive.”

AUSTIN TITUS

PRESIDENT

CANNOLI KITCHEN PIZZA AGE: 30

An entrepreneurial spirit was ingrained in Austin Titus from a young age. His grandfather, Roy Titus, founded Minuteman Press, while his father Ray Titus launched Signarama and later established United Franchise Group (ufg). But Austin Titus doesn’t rely on his family heritage to get by; since officially joining the business in 2012, he’s developed a passion for growing upstart brands and has successfully launched more than 500 franchises between UFG’s different brands. He has also worked in a variety of roles, including director of franchise development, president of the emerging brands division, president of Network Lead Exchange, and president of FranVestCo before being appointed as president of Cannoli Kitchen Pizza. The quick-service Italian-style franchise is known for premium ingredients and friendly service, and has a 20-year history in South Florida and seven locations. Titus’ goal is to sign 30 new franchise deals and open 10 locations by 2024. He already has deals in the works in the Midwest and Southeast regions. To reach that goal, he’s working closely with his team to carry on the brand’s familyowned feel, plus implementing positive changes to expand the

ANDREW REGALADO

MARKETING DIRECTOR

THE BUONA COMPANIES

( BUONA & THE ORIGINAL RAINBOW CONE )

AGE: 35

Leveraging his background in creative direction and marketing, Andrew Regalado is spearheading a total digital transformation at The Buona Companies, highlighting its unique franchise model and diverse menu offerings. With Buona’s 43-year history and The Original Rainbow Cone’s 98-year legacy, Regalado plans to position these established brands as fresh and innovative. The digital transformation will include launching a new mobile app and new online ordering platform, revamping its loyalty program, and implementing new content strategies for better brand storytelling and increased engagement. Regalado’s collaboration with third-generation Buonavolanto family members ensures these marketing strategies honor brand legacies while embracing innovation. A recent success story that highlights Regalado’s impact—plus the brands’ ability to meet modern consumer demands—is the dualbranded openings in Wisconsin and Indiana, which exceeded average daily revenues during their initial weeks in operation. Overall sales have also increased from 8 to 15 percent with the integration of The Original Rainbow Cone at the brand’s eight dual-branded locations in the Chicago area. Regalado’s holistic and collaborative approach involves internal teams, local creatives, and strategic partnerships to introduce the brands to new audiences through events and festivals. This strategic approach underscores the potential for growth of these storied brands in today’s competitive market while also showcasing the company’s commitment to engaging with communities in meaningful and dynamic ways.

concept while staying true to its brand DNA. Additionally, Titus emphasizes mentorship and building strong relationships with franchisees, prioritizing company culture, and having a positive impact by taking care of the team and communities that the chain serves.

NICK “BABY NICK”

TSIGARIS

COFOUNDER AND CMO

NICK THE GREEK AGE: 33

Coming from an extensive line of restaurateurs before him, Nick “Baby Nick” Tsigaris has always dove head-first into entrepreneurial pursuits. On an annual trip to their ancestral home of Kyparissi, Greece, Tsigaris and his two cousins “Big Nick” and “Little Nick” decided to bring authentic Greek street food to the U.S. Soon after, their concept Nick the Greek was born.

Identifying a hole in the Mediterranean food market, Tsigris and his cousins successfully carved out a niche for themselves in the Bay Area. He took over as chief marketing officer, highlighting his ability to drive brand visibility and develop a diverse, devoted fan base.

He cofounded Nick the Greek at the age of 23, expanded it to a franchise program at the age of 30, and now at 33 he has taken the fast casual Mediterranean concept nationwide with a quality-driven menu, sleek interior design, and an authentic, irreplicable flavor.

His growth-focused leadership has helped double the brand’s unit count in three years, proving himself as a powerhouse in this segment. With 70 restaurants in operation and a robust development pipeline that covers over eight states, the brand is expected to surpass 90 units before the end of 2024.

JORDAN CLEGG

SENIOR MANAGER OF INTERNATIONAL BRAND MARKETING WINGSTOP AGE: 29

Jordan Clegg is described as a shining example and driver behind Wingstop’s recent momentum as the chicken wing chain has surpassed more than 2,200 restaurants across 12 different markets. With over six years of international marketing experience, she’s driving brand marketing across key markets such as Canada, South Korea, and Puerto Rico. Clegg has also spearheaded initiatives like the limited-time flavor Maple Sriracha, and played a key hand in organizing Wingstop’s inaugural International Summit in London in 2023. She ensures consistency across diverse regions the brand operates in, while pushing for breakthrough creative concepts that will resonate with different

parts of the world. Clegg focuses on marketing for new and existing markets alike, including the rollout of on-brand, trend-forward campaigns, packaging, and new distinctive flavors—all of which are backed by data and consumer analytics. Her leadership demonstrates humility and intelligence while challenging conventions to elevate the brand. She’s recognized as a transformative figure in the industry, driving Wingstop’s global presence and fostering a culture of innovation and growth.

The once-thriving segment is steering toward a different future with new leadership at the helm.

FAST-CASUAL PIZZA FINDS ITS FOCUS

/

BY SAM DANLEY

Shawn Thompson took on the role of CEO at Pieology Pizzeria two and a half years ago. His first move was pumping the brakes on the company’s expansion plans. It marked a departure for the former Restaurant Brands International executive, who spent his career up until that point growing chains like Burger King and Tim Hortons through franchising.

“This was a brand that hadn’t really evolved too terribly much since its inception,” he says. “The markets it entered after 2016 or so hadn’t been as successful. Instead of trying to continue on at the same pace, taking two steps forward and one step back, we wanted to fix it, get the model and the economics behind the model right, and then go back to aggressive growth with the right partners.”

That’s a familiar story for fast-casual pizza concepts. The category burst onto the scene in a big way in the early 2010s. Brands like Pieology, Blaze Pizza, MOD Pizza, and others provided guests the experience of creating their own customized pies as they moved through a line, akin to building a burrito bowl at Chipotle. Positioned as a higher-quality alternative to traditional quick-service fare, the category turned one of America’s all-time favorite shareable dinners into a lunch option for individual meal occasions. It was red-hot until the pandemic entered the picture and exposed some fundamental cracks in the model.

Fast casuals of all types felt the sting of their differentiation when drive-thru and delivery became pandemic heroes. Tech innovation, fresh asset strategies, and on-trend menu innovation helped get traffic back on track and continue to provide a roadmap for success.

“You haven’t seen fast-casual pizza follow the same channels of digital evolution and product evolution,” Thompson says. “It just hasn’t changed as much as the world has, and due to some of those missteps, growth has really stagnated within this space.”

The category seems to be shrinking as smaller players consolidate or exit the fray and larger chains grapple with a changing landscape, but the next chapter is beginning to come into focus, he adds. A growing number of brands have made leadership changes with an eye toward ramping up growth. Pieology, Blaze, and MOD have all named new CEOs within the past two years.

“There’s a change in direction with brands bringing in people with different skill sets from other spaces within quick service and fast casual,” Thompson says. “What you’re seeing in the entire space is a lot of the first steps into what the next evolution of fastcasual pizza is going to be. I think there’s going to be a new path set forward over the next year or two.”

• &pizza has entered a transformational period of growth and brand awareness.

For Pieology, that evolution starts with the menu. The company teamed up with expert pizzaiolo Vito Iacopelli to reformulate its pizza dough and develop a new recipe for its house-made red sauce. Those updates rolled out last year alongside open-fire ovens and a redesigned menu featuring more premium ingredients and “special flavor innovations” like the Mushroom Truffle Pizza and the Calabrese Pizza made with Mike’s Hot Honey. It followed that up earlier this year by expanding beyond pizza with a new build-your-own calzone platform.

“We changed everything from our dough to our sauce, our cheese, and our core proteins like pepperoni and sausage to improve the quality of each one,” Thompson says. “Those foundational changes have allowed us to innovate new products, which is important

an increase in that funnel of users into those, so that’s another foundation we’ll be able to grow on.”

Efforts to optimize the model are unfolding in a couple of ways. Pieology had 19 distribution centers for around 120 stores when Thompson first came on board. He closed a few of those facilities as well as a handful of small outlier markets to tighten things up. He also bought back several restaurants from franchisees. They’ve been turned into corporate stores that now serve as a testing ground for operational improvements. Additionally, the company started working with Bradford Kent, the cofounder and culinary mastermind behind Blaze Pizza, who parted ways with the brand last year. He’s steering the ship on future menu development and helping Pieology unlock efficiency from a labor and production standpoint.

because we need to be in a new playing field with different offerings for our guests.”

The changes don’t stop there. With franchising on pause, Pieology is reevaluating its entire playbook and making changes to just about every part of the business, from the digital footprint to operations and prototype design.

“We’re doing some slight modifications to see how we can make existing stores more delivery- and carryout-focused, and we’re working on a remodel that essentially optimizes the flow of operations to hopefully eliminate some unnecessary labor within the back of the house,” Thompson says.

Those changes will lead to a smaller footprint down the line. Later this year or early next year, Pieology will start looking at moving into a more compact prototype that caters to its growing strength in digital channels.

“We need to focus on what our model is going to be in the future, because the model today isn’t digital enough, and it’s too high from a square footage standpoint,” Thompson says. “When you go from a 100 percent dine-in business to more of a 60 percent dine-in business, that really starts to change the footprint that you need and the real estate that you need. It’s going to be closer to 1,500 square feet, versus the 2,500-squarefoot box that you see in a lot of places today.”

“We canceled some of the markets we were going to enter while we focused on getting our operating model optimized,” Thompson says. “Our biggest focus since then has been figuring out how we evolve into this new world and what our model is going to be in the future.”

The company brought in a new app development team and beefed up its loyalty program with a new initiative called Pies and Perks. It offers guests a free salad, cookie, or dessert with the purchase of a build-your-own pizza.

“The main thing we’re tracking from a numerical perspective is how we’re doing on our digital channels,” Thompson says. “We’re starting to see really, really aggressive growth and

&pizza is undergoing some major changes under fresh leadership, too.

Mike Burns, the former COO of Pizza Inn and Pie Five, took over as CEO of the East Coast pizza chain last year. His first order of business was getting back to the playful and edgy ethos that helped the brand build a cult-like following in the Mid-Atlantic over the years. That extends to every touchpoint, from the snarky social media presence to the atmosphere within

the restaurants, where the music is cranked up and employees are allowed to flaunt their multi-colored hair or showcase their facial piercings.

“When &pizza started in 2012, the differentiator was that it’s a cool pizza place with a fun environment,” Burns says. “We got a little too corporate at some point. You get to 50 stores and it starts feeling like a chain restaurant, which it is, but we don’t want the stores to feel like that.”

The company earlier this year renamed its popular dill pickle pizza to “the Dickle,” a move that generated significant marketing buzz and social media engagement. This spring it brought

PIEOLOGY'S EVOLUTION BEGINS WITH ITS MENU.

back its mushroom-based Moonstruck pie along with its Farmer’s Daughter pizza, featuring a fried egg, sausage slices, and whole strips of bacon. Those items were cut because they were operationally unfriendly but now have been tweaked and are easier to handle.

Tighter operations are a key area of focus for &pizza. It recently centralized oversight in its Washington, D.C., headquarters, led by a new vice president of operations. It also added more people into the field. Previously, each district manager was responsible for around 15 or 20 restaurants. That made it hard for them to have their fingerprints on each store. Five employers were internally promoted to the role so no one’s coverage is bigger than eight stores.

The company also asked seasoned operators about the biggest pain points from a speed and productivity standpoint to find ways to cut down on complexity and reduce the number of steps employees have to take. That resulted in some adjustments to the way the backline and frontline are organized. A major throughput unlock came this spring with the introduction of self-order kiosks across the entire system. Burns says the technology is helping with throughput, labor, and the overall in-store experience.

app. That led to the creation of a new three-tiered loyalty program called the Dead President Club. There’s a bronze tier named after George Washington and a silver tier named after Abraham Lincoln. Benjamin Franklin sits atop the rewards system in the gold tier, where members receive a birthday party package with 10 free pizzas and 10 drinks, plus one free pizza per month and a VIP Benjamin T-shirt. Franklin wasn’t a president, but that’s just another example of &pizza’s irreverent personality shining through. The app features artwork depicting the Founding Father with an ampersand tattoo. Lincoln has a mohawk, and Washington has a grill.

The new loyalty program aims to boost engagement with personalized rewards, allowing &pizza to tailor perks based on individual buying habits while venturing beyond the standard discounts and pizza-for-points system that many chains use. Burns says the tech upgrades and loyalty program are directing more traffic into digital channels and improving the off-premises part of the business, which currently mixes at around 60 percent. That’s a far cry from where the brand was just a few years ago.

“We’re seeing momentum from stores just running better,” he says. “Transaction counts have steadily improved, and we’re starting to see more stores comp positive because we have the right people there.”

&pizza streamlined its tech stack to free up capital for the revamped operations department. When Burns arrived, the digital platforms were powered by a robust proprietary system. However, maintaining that system demanded substantial time and effort from a small IT team. Burns decided to prioritize the core business of selling pizza over further development and potential sale of the technology.

“It was like having a Ferrari, but not having a mechanic to work on it,” Burns says. “I had to make a decision. Do we want to be a tech company, or do we want to be a pizza chain? Do we want to have 15 people in-house maintaining it every day, or do we want to run lean with a couple of bodies that can manage and maintain things through vendors?”

He opted to outsource the tech needs, partnering with vendors to overhaul the brand’s POS system, website, and mobile

“Fast-casual pizza really got crushed during the pandemic, while the big guys like Domino’s, Pizza Hut, and Papa Johns thrived because their businesses were already set up for delivery,” he says. “We spent a lot of time pre-COVID focusing on the environment and the customer experience in the restaurant. Even though we had a robust inhouse tech stack, we were slow to adapt to off-premises.”

The first store under the new leadership will open later this year with more set to follow in 2025. &pizza took its first steps into franchising last year when it refranchised a handful of locations in New Jersey. That’s the direction it’s heading in going forward. With the growth in off-premises enabling smaller boxes and the streamlined operations driving down labor requirements, the brand is confident in its ability to grow via franchising. It’s just a matter of telling that story. The company has internal team members who can help with real estate and is bringing in an external group to help with franchise development.

“You could spin everything we’re doing as a big shift or adding a bunch of new stuff,” Burns says. “Really, though, what we’re doing is going back to our roots, being unapologetic about who we are, and finding the right people to help move this thing forward.”

Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com

&pizza CEO MIKE BURNS IS BRINGING THE CHAIN BACK TO ITS ROOTS. MIKE BURNS

The Proliferation of a Global Platform

GoTo Foods knows each international market is unique, and it’s bringing plenty of innovation and solutions to meet the needs of its franchisees.

/ BY BEN COLEY

At GoTo Foods’ biennial global franchise convention in February, CEO Jim Holthouser posed a rhetorical question to the audience: “Why does it matter to me as a U.S. franchisee if we expand our brand overseas?”

The simple and easy answer is that scale wins in the industry, according to Holthouser.

“And international growth is an important way that we build scale,” he said. “Plus, in a global world, growing overseas further builds our customer base, creating more and more brand fans and fueling even more brand strength and brand love.”

Scale happens to be one of GoTo Foods’ greatest strengths. More than 90 international franchisees attended the group’s conference in Las Vegas earlier this year—the most ever. They came from places like Japan, the Netherlands, Egypt, and Guatemala.

As of mid-February, the company had about 2,000 international locations across 61 countries and territories, consisting of Auntie Anne’s, Carvel, Cinnabon, Jamba, and Seattle’s Best Coffee. The largest brands are Auntie Anne’s with 815 locations and Cinnabon with 915 shops.

The international division is led by Dave Mikita, who’s worked with GoTo Foods for nearly 12 years. He began his role as president of international and retail channels in January 2023.

“In our specific area of the business, part of what we’re doing is helping our guests and fans satisfy their cravings by offering more access to the brands that they love,” Mikita said. “We do this through our retail products and international business. Retail is a powerful engine—driving brand love, connecting with consumers, and engaging them in new and innovative ways. All of which helps increase connections, incremental occasions, and sales in your locations.

is “putting a lot of time, energy, and focus into preparing these two brands for similar overseas success.”

“The strength of our brands, the power of our brands is the foundation, the starting point for all we’ve been able to do,” Mikita said. “We know just how important existing brand equity is when it comes to adding franchisees, attracting guests, and being seen as good neighbors—positive community contributors—in new markets.”

Because GoTo Foods can’t do business in other markets exactly like it does in the U.S., creative thinking and innovation have become pillars of international business. The company looks at each local market and determines what it may need to adjust with processes, operational support, supply chain, and menus. Some tangible examples include Cinnabon’s ambient model, Auntie Anne’s freezer to oven, Jamba’s fresh and frozen fruit, and Carvely’s dry mix.

“In other words, these innovations are essential in unlocking the power of our brands beyond North America and delivering the brand equities people around the world want and what they expect from us,” Mikita said. “Based on local tastes, we regionalize our menus, often leading to new culinary innovations. Ultimately, we know respecting and appealing to local market preference helps build successful global brands.”

“ … For us, international is a story with no limits,” he added. “No limits on geography. No limits on building our brands in new ways. No limits on innovation. On solutions. On menu development. And ultimately no limits on growth.”

Mikita noted that GoTo Foods is seeing “tremendous interest and growth in Jamba.” The chain opened new locations in Australia, Singapore, Saudi Arabia, and Guatemala. As of February, the beverage chain was in the process of opening new markets such as India, Bahrain, and Portugal.

Down the road, the restaurant group sees strong international potential for Carvel and Moe’s. Mikita said GoTo Foods

GoTo Foods has also thought deeply about unique store formats. In Egypt, the company has opened Cinnabon locations using shipping containers. The strategy allows restaurants to get up and running quickly in trade areas that would be harder to operate in if the box were traditional. Meanwhile in the U.K., GoTo Foods is working with franchisees at Freshly Baked Limited to open a new hyper-compact model in a train station.

“As we grow internationally, we’re doing so in ways that enhance our brands and make them even more relevant and compelling,” Mikita said. “Again, our businesses over there aren’t going to look like they do here. And that’s OK. More than OK, in fact. Why? Because—in a connected, global world— international growth further builds our brands. And it helps us build scale for the business as a whole. That’s essential and extremely valuable.

“Meanwhile, new thinking and new ideas are moving across borders,” he added. “Today, innovation can come from any market—and move to any market. If there’s value and if there’s local relevance. In fact, we have quite a few large-scale franchisees in our international market. Franchisees with experience and expertise to share. As a result, we’re seeing a constant stream

• GOTO FOODS’ CUSTOMER EXPERIENCE CENTER OF EXCELLENCE IS HELPING STREAMLINE OPERATIONAL MAINTENANCE.

of innovations coming from international franchisees. Innovations we can spread to other geographies and other brands, around the world and back here in the United States.”

As the international footprint grows, GoTo Foods continues to use technology to evolve its franchise support model. For the past two years, it’s used a Customer Experience Center of Excellence (cece) to conduct virtual store visits in international locations and has seen satisfactory results thus far. The restaurant group partnered with Auxis to open the operations support center located in Heredia, Costa Rica. The consulting and outsourcing firm helped GoTo Foods create an international shared services model and team of well-trained, multilingual customer experience coaches.

These officials virtually visit stores multiple times per year to deliver an Operational Excellence Review with operators in their native language during normal work hours. GoTo Foods uses software solutions from RizePoint to power the virtual visits. The software houses brand standards and guidelines, training materials, and business solutions such as data analysis and performance dashboards in an app that can be accessed from any mobile system.

It’s worked so well that the company is bringing virtual store visits, with coaches from the CECE to domestic operators, to supplement in-store visits from brand-trained operations teams. Leading up to the conference in February, GoTo Foods said it

piloted virtual visits to improve performance at Moe’s, Auntie Anne’s, and Cinnabon.

Each brand used visits differently, which helped GoTo Foods understand what worked and what didn’t. For instance, Auntie Anne’s tried to solve burnt pretzels.

“To help us tackle this, we provided supplemental virtual visits to all locations,” said Kristen Hartman, president of GoTo Foods’ specialty category. “Virtual visits were focused on validating procedures that could lead to burnt pretzels. That provided insights that enabled our teams to work with stores and franchisees to improve product quality. We saw an entire percentage point improvement in OSAT based on that focus.”

Domestic and international operators have worked together to build significant sales for GoTo Foods. Since 2020, the company has amassed over $4.2 billion in systemwide sales, with an additional $1.5 billion generated through licensing partnerships.

In 2023, the company saw substantial growth in adjusted EBITDA and loyalty acquisition, marked by double-digit increases year-over-year. Internal supply chain improvements led to the consolidation of numerous product variations across brands. Investment in paid media also doubled compared to 2022, while the consumer packaged goods (cpg) licensing arm saw success with 10 new product launches, boosting revenue and brand recognition.

GoTo Foods continues to expand, empha-

The Evolving World of RESTAURANT SECURITY

/BY ABBY WINTERBURN

SmartChain Restaurant Security

How AI Technology Ensures The Safety Of Restaurants

New security technologies contribute to the evolution of the restaurant industry.

The restaurant industry is currently undergoing a significant transformation in how it approaches security and safety, driven by technological advancements and progressing operational challenges. There are several key trends and solutions that are reshaping restaurant security, specifically the integration of smart technologies, the impact of labor shortages, and the adoption of more efficient and proactive security systems.

The benefits of cloud technology, long recognized in other aspects of restaurant operations, are now being applied to security. “We’re starting to see more restaurant chains move away from physical security systems and toward hybrid cloud models,” says Scott Thomas, U.S. national director for Genetec. “Operators now experience the infrastructure savings and data benefits cloud-based point-of-sale, online ordering, and payroll systems deliver.”

This shift allows for centralized monitoring, which is a system that verifies all cameras and devices are working properly and alerts operators when a device is offline. Ultimately ensuring uninterrupted security coverage.

One of the most significant advancements in restaurant security is the use of video verification in alarm systems. “Restaurants can get faster, better, responses when necessary while virtually eliminating false alarm fines with video verification,” says Nick Schroeder, account executive at Solink. Video verification represents a simple yet powerful solution to a longstanding industry challenge.

Another advancement that ensures security and safety is video identification. “The ability for a camera to identify people and their motion helps to eliminate the

Genetec

“Advances in AI-enabled surveillance cameras and interactive real-time monitoring are helping operators to respond more rapidly, even proactively, to incidents.”

pixel-based motion alerts and false alarms that have historically made video monitoring cost-prohibitive and operationally inefficient,” says Kevin Darnell, senior business development manager for Hanwha Vision America. “It also allows operators to use video verification and talk-down options

for increased patron and employee safety.”

The evolution of security technology has also been particularly pronounced in the area of surveillance. “Advances in AI-enabled surveillance cameras and interactive, real time, monitoring are helping operators to respond more rapidly, even proactively, to incidents,” Thomas says.

This advancement includes the adoption of several innovative features.

“Technologies two-way audio talk down, duress sirens, and strobes activated during confirmed robbery attempts have grown in popularity across all retail and service segments,” Thomas says.

Quick-service restaurants are also adopting virtual guards. “Virtual guards are equipped with interactive remote video monitoring capabilities to address the shortcomings of traditional CCTV

SmartChain Restaurant Security

monitoring,” says Matt Smitheman, senior security consultant for Interface Systems

“These virtual guards offer remote assistance to restaurant staff during shift changes, monitor cash movements, detect vagrancy, and conduct virtual walk throughs accompanied by verbal instructions to proactively mitigate security risks,” Smitheman says. This further highlights the industry’s move towards more sophisticated and effective security solutions.

The shift toward AI-powered security systems is underlined by the importance of choosing a good partner. “It’s crucial to choose a company with a proven track record in safety and security,” says Brian Waisman, national sales director for Envysion. “Opt for a partner that prioritizes the establishment’s success and safety for everyone involved.”

With the integration of IoT, restaurants are now looking at security systems that offer more than security capabilities. “The ability to monitor refrigeration, lighting, or HVAC systems, for example, can all be consolidated and visualized in an open architecture security platform,” Thomas says. This not only enhances security but also provides valuable insights into other aspects of restaurant operations, marking a significant shift towards more integrated and intelligent systems.

“ Virtual guards are equipped with interactive remote video monitoring capabilities to address the shortcomings of traditional CCTV monitoring.”

Similarly, advanced POS systems can integrate with cameras, alarms, and cash management systems. “These systems offer actionable data that can reduce physical, emotional, and financial threats to the business,” says Lenny Evansek, senior vice president of retail business development at Loomis. “Newer POS systems also offer inventory tracking, employee scheduling, and time clocks.”

“Smart camera systems were used to ensure proper sanitization measures were being adhered to,” says Alex Seidel, special systems manager at R.F. Technologies, Inc. “Owner-operators can quickly consult with video footage remotely to make sure employees are following guidelines such as wearing gloves and masks, and properly maintaining cook surfaces.” Video technology has become crucial in

ensuring restaurants adhere to health and safety standards, providing a remote oversight capability that was previously unattainable.

The industry is also contending with the continuing labor shortage which has necessitated a re-evaluation of traditional security measures. “Updating standard practices and procedures like guard services, video recording, panic alarms, time lock safes, cash drops, and safe rooms can help protect employees and customers,” Thomas says. Using the following also allows restaurants to maintain security standards despite the shortage of personnel, demonstrating the critical role of technology in compensating for workforce gaps.

Restaurants face non-standard security infrastructure leading to maintenance difficulties and training issues that undermine safety protocols. “Challenges such as false alarms, security camera blind spots in drive-thru areas and parking lots, and outdated access control systems pose significant hurdles for operators,” Smitheman says. Using the appropriate technology can empower restaurant owners to implement effective security measures, ensuring the safety of their employees and customers. The importance of data in operational decision making has never been clearer. “Managers and operators are looking for more access to their data,” says Dave Knox, account executive at Solink. The integration of video surveillance, AI, and POS systems provides a level of insight and control that was previously unimaginable. “These systems and other data sources have combined to give unparalleled access to data,” Knox says.

As the restaurant industry navigates these evolving challenges and opportunities the adoption of advanced security measures and technologies will be crucial in ensuring the safety and success of restaurants worldwide. From smart camera systems to AI-powered surveillance and the integration of cloud technologies the future of restaurant security is being shaped by innovation and a proactive approach to risk management. Always ensuring restaurants can continue to provide safe and enjoyable experiences for their customers.

CASH HANDLING HEADACHES CURING

SafePoint—The Solution to Operational Pains

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Patrons’ Expectation For Safety Is On The Rise

How customer safety leads to customer loyalty.

The contemporary dining landscape is marked by patrons’ heightened awareness of potential security risks, driven by an increasing number of incidents making headlines. This awareness shapes their expectations for dining establishments, pushing operators to adopt robust security measures.

Security in the restaurant business is not just about installing cameras or implementing procedures; it’s about understanding the nuanced landscape of threats and the sophisticated solutions required to counteract them.

This understanding can come from partnering with experienced security providers who offer not just tools but guidance and strategic insights. “As an owner-

“ When quick-service restaurants have an effective security system, bad things slowly disappear.”

operator, you do not have the time to fully educate yourself about security and surveillance,” says Alex Seidel, special systems manager for R.F. Technologies, Inc. This emphasizes the value of trusted brands with a proven track record in delivering effective security solutions.

Effective communication plays a crucial role in reinforcing the sense of security among customers and employees. Employing a proper strategy to inform stakeholders about the security measures in place can significantly enhance

their confidence in the establishment.

“Operators should communicate via a multi-channel strategy, with in-store signage, and prominent mentions within online and mobile ordering and reservations apps,” says Scott Thomas, U.S. national director for Genetec

Furthermore, online and mobile ordering continues to increase store safety by limiting the amount of cash used. “Online ordering, kiosk purchases, and loyalty programs encourage consumers to use cards as their method of payment,” says

Hanwha Vision America

SmartChain Restaurant Security

Kevin Darnell, senior business development manager for Hanwha Vision America

Creating a secure dining environment extends beyond preventing physical threats; it also involves protecting customers’ data privacy. “Patrons expect a welcoming restaurant location with welllit drive thrus and parking lots free of encroachments and loitering,” says Matt Smitheman, senior security consultant for Interface Systems. “In addition, a secure payment process and robust customer data protection practices go a long way in retaining customers.”

Consumer safety and comfort should always be a top priority for quick-service restaurant operators. “The consumer drives everything, so an operator’s ability to design and provide a location that is bright, safe, and welcoming is important,” Darnell says. “The consumer understands that it’s the operator’s responsibility to provide an environment that deters criminal activity and is equipped with the necessary tools to handle any situation.”

Several key factors are pivotal in conveying a restaurant’s commitment to safety. “By prioritizing transparency, technology investment, responsiveness, and staff training, restaurant operators can effectively communicate to consumers that their security needs are being met and foster trust and loyalty among their customer base,” Smitheman says.

Additionally, restaurant operators can convey this message through front-ofhouse tactics. “Proper staffing levels, good lighting, logical signage, overt video camera placement, public view monitors at entrances and exits, and ample lighting in the parking lot are all clear examples of proper security system implementation,” Darnell says.

The reputational impact of security incidents on quick-service restaurants cannot be overstated. “Partnering with a trusted brand that has a strong track record of security and reliability can help quick-service restaurants build credibility and reassure customers,” Smitheman says. Security systems serve not just as deterrents and protective measures but as tools for turning negative customer experiences into positive ones. “When some-

one has their purse snatched, and an operator is able to pull their security camera footage and turn it over to the police, that turns a bad moment into positive word of mouth,” says Nick Schroeder, account executive for Solink. This scenario shows

“Good signage that indicates a facility is under CCTV coverage is crucial in signaling the presence of security measures to patrons and potential wrongdoers.”

how effective security systems can provide tangible benefits to customers, thereby enhancing their overall dining experience.

The presence of an effective security system communicates safety to patrons in a subtle yet impactful manner. “When quick-service restaurants have an effective security system, bad things slowly disappear,” says Dave Knox, account executive for Solink. This observation highlights the long-term benefits of investing in comprehensive security solutions that ensure a safe and welcoming environment for customers.

Security expectations are evolving, with younger generations expressing a greater consciousness about their sur-

roundings. “When customers feel safe and secure, they’re more likely to visit a restaurant,” says Brian Waisman, national sales director for Envysion. Restaurants must adapt to these changing expectations by implementing visible security measures that reassure all customers of their safety.

The adoption of virtual guarding has introduced a new dimension to restaurant security, offering real-time monitoring that enhances the sense of safety among customers and employees alike. The positive reception of virtual guarding underscores its effectiveness in providing a secure environment, reflecting a significant advancement in security technology.

“Good signage that indicates a facility is under CCTV coverage is crucial in signaling the presence of security measures to patrons and potential wrongdoers,” says John Toneatto, vice president of safety for Loomis. This feature can contribute to a secure atmosphere, deterring criminal activities and enhancing customer confidence.

Investing in quality security services is akin to investing in the restaurant’s overall quality and customer experience. “The quality of your food, you get what you pay for,” applies equally to security services, emphasizing the importance of choosing providers that offer reliable support and protection, Toneatto says.

The intricate relationship between restaurant security and customer trust is multifaceted, encompassing the need for experienced guidance, effective communication, comprehensive security measures, and strategic partnerships. As the food service industry evolves, so do the expectations and requirements for security.

Restaurants that prioritize these aspects are better positioned to foster a safe dining environment, build customer loyalty, and protect their brand from the reputational damage associated with security incidents. The continuous growth and innovation of quick-service restaurants allows owners and operators to navigate the complex landscape of security challenges, ensuring their establishments remain places where customers feel safe, valued, and eager to return. SC

Why Restaurant Security Is More Important Than Ever Before

How to ensure safety and customer satisfaction at restaurants.

Quick-service restaurant security is enduring various changes as traditional security systems become more advanced and as consumers expect safer environments. Exploring the unique challenges faced by restaurants and retail locations reveals a rapid rise in theft, further emphasizing the importance of advanced surveillance technology.

The scope of security concerns within the restaurant industry is broad, encompassing “stealing, threats to employees and customers, dining and dashing, employees feeling safe when at work and customers feeling safe when they are eating there,” says Lenny Evansek, senior vice president of retail business development at Loomis. Furthermore, the protection of the physical premises from break-ins and vandalism remains a priority. This comprehensive view of security highlights the necessity for a holistic approach that addresses both human and property safety, ensuring a secure and welcoming environment for both employees and patrons.

“Violent crime is still the biggest security threat quick-service restaurants face,” says Scott Thomas, U.S. national director for Genetec. “According to the FBI, violent crime rose nearly 20 percent at restaurants from 2019 to 2022.” This sentiment alone proves the ever-present importance of restaurant security and surveillance.

In confronting the challenges of theft and fraud, the integration of advanced surveillance systems with POS systems has emerged as a pivotal strategy. These systems enable a direct linkage between video footage and transactional data, offering an unprecedented level of oversight for management.

“ Violent crime is still the biggest security threat quick-service restaurants face.”

Although the landscape of security within the restaurant industry is rapidly evolving, it continues to be plagued by a myriad of challenges ranging from blunt theft to sophisticated cyber crimes. “Savvy criminals continue to come up with new and interesting ways to lift paper bills from tills,” says Alex Seidel, special systems manager for R.F. Technologies. “Skimming, non-recorded sales, and underringing are some of the most common thefts taking place at restaurants and retail locations.”

Several factors cause quick-service restaurants to experience the threat of crime more often than others, for example, location. “The rise in vagrancy and increased violence in major cities can significantly impact the operations, reputation, and profitability,” says Matt Smitheman, senior security consultant for Interface System “This often requires them to adapt their strategies to mitigate risks and maintain customer satisfaction and safety.”

The integration of surveillance systems with POS systems represents a significant leap forward in combating theft and fraud. “Surveillance systems integrated with POS systems allow video footage to be linked to transactional data making it easy for management to visually inspect suspicious transactions after they have occurred,” Seidel says.

These systems outline the critical role of technology in identifying and address-

SmartChain Restaurant Security

ing fraudulent activities. Customized reporting and the ability to monitor multiple locations enhance managerial oversight, providing a clearer picture of daily operations.

“Reducing criminal activity opportunities is the number one way to increase loss prevention,” Seidel says. This emphasizes the proactive approach needed to mitigate theft. Furthermore, the importance of alternative payment methods and enhanced surveillance underscores a holistic strategy that includes technological and operational adjustments. The pandemic has further shaped security strategies.

The pandemic has reshaped operational priorities, with cleanliness emerging as a paramount concern. This shift not only addresses health and safety but also aligns with broader security measures by fostering an environment of meticulous attention to detail and vigilance.

Quality surveillance systems serve not only as a deterrent but also as a means of fostering a secure environment for customers. However, the effectiveness of these systems is contingent upon proper maintenance and strategic installation. “Consistently, we have seen many operators purchase off-the-shelf camera systems and improperly maintain them,” Seidel says. This reveals a common pitfall that can compromise security efforts.

Partnering with the right organization that can help set up and maintain security systems is one-way restaurant operators can curb this pitfall. “When you work with the right partners, things go smoothly,” says Dave Knox, account executive for Solink. Owners and operators should feel comfortable relying on a single partner who will support their security technology.

This advice speaks to the need for due diligence in selecting security partners. Businesses must look beyond sales pitches to the actual results and reliability of the security solutions providers, ensuring that investments in security technology translate into tangible benefits for the restaurant.

The preference for no-term contracts reflects a broader demand for flexibility

and accountability from service providers, allowing businesses to assess the value and impact of security solutions before making long-term commitments. This shift underscores the critical role of ROI in decision-making processes, highlighting the necessity for security solutions to demonstrate clear benefits in terms of cost savings, revenue growth, and operational efficiency.

Operators’ thinking needs to shift to what vendor they are investing in rather than just what technology they are investing in. “Operators want cameras that can do more and vendors who offer comprehensive solutions without needing to invest in extra technology,” says Brian Waisman, national sales director for Envysion. “They’re hiring differently and

“Reducing criminal activity opportunities is the number one way to increase loss prevention.”

adding specialized security staff, proving they’re prioritizing safety in and around their business.”

This trend indicates a preference for more sophisticated, integrated security solutions that offer real-time monitoring and incident detection. The adoption of person-detected events and virtual guarding signifies an advancement in technology and a departure from traditional security measures. These systems leverage technology to provide efficient and costeffective alternatives to the outdated physical security personnel.

The ability to collect, manage, and share video evidence is crucial in the aftermath of security incidents. “New alarm integrators may be able to provide monitored service and allow law enforcement to look inside the business and see the burglary in progress while also providing a suspect description,” says John Toneatto, vice president of Loomis.

The landscape of video security solutions is ever-changing, with a trend towards open architecture platforms that offer flexibility and scalability. This shift is partly driven by the need for systems that

“Operators want cameras that can do more and vendors who offer comprehensive solutions without needing to invest in extra technology.”

can adapt to changing security needs and integrate with cloud-based technologies.

“The importance of on-site 24/7 situational awareness is critical,” says Kevin Darnell, senior business development manager for Hanwha Vision America “Operators are increasingly using video technology with edge analytics, audio technology, video verification, and voice down monitoring to proactively respond to a situation.”

In conjunction with new, advanced security technology, restaurant operators can also continue to incorporate traditional methods. “Regularly changing the alarm and POS passwords, varying the times employees deposit funds at the bank, and creating an emergency preparedness plan and first-aid kit are just a few examples,” Evansek says.

“Operators should also use camera systems in the kitchen and back-of-house to view and oversee the food preparation lines, refrigerators, freezers, grills, and fryers,” Darnell says. This ensures that all sections of the quick-service restaurant are easily viewable making the space even more safe. “It also provides evidence that a third-party delivery order was prepared and packaged completely prior to leaving the establishment for delivery,” Darnell says.

The rise in crime has notably influenced customer behavior, with a marked preference for delivery and drive-through options. “The post pandemic surge of violent crime has contributed to a change in customers’ dining habits,” Thomas says. Operational challenges are further compounded by internal shrink, high staff turnover, and the complexities of managing security across multiple locations.

“The restaurant industry also contin-

ues to face significant employee turnover,” Knox says. This is detrimental because it leads to people no longer working for the business with keys, access, and knowledge. It also makes it difficult for quick-service restaurants to establish consistent and reliable cash-handling procedures.

Surveillance technology, traditionally associated with security and theft prevention, is finding new applications in ensuring food safety and operational consistency. “Having eyes-on visibility through video surveillance in these areas helps to ensure proper food handling, food preparation, consistency, and provides video documentation to help with order accuracy,” Darnell says.

This multifunctional use of video surveillance underscores its value not only in security management but also in maintaining high standards of food safety and customer service. By offering video documentation, restaurants can fine tune their operations, ensure compliance with health regulations, and address customer concerns with concrete evidence.

Addressing security concerns requires

a multifaceted approach, incorporating technology, operational policies, and staff training. “A single managed services vendor with a broad set of capabilities” can streamline security and IT practices, facilitating a more integrated and efficient approach to loss prevention, Smitheman says. The significance of employee turnover highlights the ongoing challenges in maintaining secure and reliable operations.

Combating theft and ensuring security in quick-service restaurants demands a comprehensive strategy that includes advanced surveillance technologies, preventive measures, and strong management practices. New and advanced technology serves as a foundation for understanding the complex landscape of restaurant security, underscoring the importance of innovation, adaptability, and collaboration in overcoming these challenges. As the sector continues to navigate the aftermath of the pandemic and the evolving nature of criminal activity, the emphasis on technology, employee management, and customer safety remains paramount. SC

SmartChain Key players

Big Dog Digital Surveillance

330 Lexington Dr. Buffalo Grove, IL 60089

800-598-2370

shopbigdog.com

Big Dog Digital Surveillance started over 20 years ago providing surveillance solutions to fast-food restaurants. Our exceptional service and expertise led to expansion into various industries. Today, we proudly serve thousands nationwide, offering commercial-grade surveillance systems tailored to any need, from basic setups to complex campuswide solutions.

Envysion, Inc. A Motorola Solutions Company

7237 Church Ranch Blvd Suite 406 Westminster, CO 80021 877-258-9441 envysion.com

Envysion, is a loss prevention platform designed to protect your business, brand, people, and profits for the restaurant industry, providing a suite of solutions to mitigate risk, decrease loss, and secure your brand’s promise. Envysion combines video, audio, and transaction POS data into one centralized video management software with actionable insights.

Hanwha Vision America

500 Frank W. Burr Blvd. Suite 43 Teaneck, NJ 07666 201-325-6920

hanwhavisionamerica.com

Hanwha Vision designs and manufactures intelligent video surveillance solutions combining 24/7 monitoring and protection with advancements in Artificial Intelligence, data analytics and cloud technologies to deliver meaningful and actionable business insights for customers.

Interface Systems

1838 Lackland Hill Pkwy St. Louis, MO 63146 877-947-1515

interfacesystems.com

Interface Systems is a leading managed service provider of business security, actionable insights, and purpose-built networks for multi-location restaurants and franchises.

Genetec

2280 Alfred Nobel Blvd. Montreal, Quebec H4S 2A4 Canada 514-332-4000

genetec.com

Genetec Inc. is a global technology company that has been transforming physical security for 25 years, developing solutions that improve security and operations for enterprises, governments, and communities. Its flagship product, Security Center, is an open platform unifying IP-based video surveillance, access control, license plate recognition, communications, and analytics.

Loomis U.S.

2500 City West Blvd. Suite 2300 Houston, TX 77042

713-435-6700

loomis.us

As a leader in cash distribution across the U.S.— with nearly 200 branch locations, more than 10,000 employees, over 3,000 vehicles, and more than 43,000 SafePoint locations serviced— Loomis is proud to provide cash-handling products and services to retail businesses nationwide.

Solink

110-390 March Rd

Ottawa, Ontario, Canada K2K 0G7

844-635-7305 solink.com

Solink is a cloud-based video security solution designed for restaurant operators. By integrating cameras with POS systems, Solink provides insight into every transaction. Solink Sidekick AI™ is Solink’s first step to bringing new value to operators through generative artificial intelligence. Improve cleanliness, productivity, and everything with Solink.

The Ultimate Restaurant Gift

A fast casual prioritizes community by gifting a store to a nonprofit that helps students with disabilities.

BY SATYNE DONER

The collaboration between the Detroit Wing Company and the Rising Stars Academy Foundation started with a Detroit Tigers baseball game, where Beyond Juicery + Eatery founder Mijo Alanis ordered his food from the concession stand and was served by a student of the foundation.

Alanis, a good friend of Detroit Wing Com pany owner Gus Malliaras, was immediately intrigued and made a swift move to introduce Malliaras to Rising Stars Academy founders Mark and Deb Prentiss.

Originating in 2013, this nonprofit 501(c)( charter school is the result of Mark’s lifelong dream to have a restaurant fully run by those with disabilities. Previously, Mark served as an executive chef, while his wife Deb continues to work as an educator.

Michigan is the only state in the U.S. that allows students with disabilities to pursue a post-secondary education until age 26 if they don’t receive a high school diploma, and Mark envisioned this academy as a way for them to gain invaluable work skills and actively participate in their community.

Initially a culinary arts school, Rising Stars Academy focuses on students’ abilities versus their disabilities, breaking into additional industries including medical, automotive, and restaurants like the Detroit Wing Company.

At first, the partnership started soft, with students from Rising Stars Academy doing prep work behind the scenes to be shipped to stores through the Detroit Wing Company’s wholesale supplier. Malliaras felt as if there was room for their relationship to grow into something more meaningful.

“As I got to know Mark and Deb better and learned more about the foundation, I knew I wanted to do more with them,” Malliaras says. “Charity has always been very high on our priority list, and a few years ago we had this vision of opening a Detroit Wing Company location strictly for charity ... I started to see ways of accomplishing this through the Rising Stars Academy.”

In late 2023, Detroit Wing Company gifted ownership of their Roseville location to Rising Stars Academy at no cost. Students are being actively integrated into the restaurant, working side-byside with existing employees and gaining experience in both the front and back of the house.

“This location operates no differently than a normal store. The students follow the same standards and processes as everyone else,” Malliaras explains. “There are no guardrails. It’s a fully functioning kitchen, and for me to walk in and see these students and the pride they have in their work, it’s hard to not feel inspired.”

Mark and Deb challenge their students and help them find opportunities they wouldn’t find elsewhere. Holding them to high standards, the foundation seeks to demystify the stigma surrounding those with disabilities and uplift them in society. In fact, the initiative shows companies the sheer value of the students’ labor in the workforce and the contributions they offer.

“The great thing about this partnership is we’re helping all to understand the quality of the product the students are putting in,” Mark says. “We can help teach other locations and companies that there are ways [ like Rising Star Academy] to help service some of their labor needs while still giving back to the community.”

The Roseville location is entirely run by Rising Stars Academy, and Mark says he enjoys showing off his students’ skills to guests and Detroit Wing Company’s corporate team.

Detroit Wing Company founder Gus Malliaras is inspired by Rising Star Academy’s work at the restaurant.

equipment companies to get us to a place where we can cook our wings in three or four minutes. We moved our fryers and breading stations around to make sure the flow is moving toward that window. We feel this is the way of the future, and whenever possible in any of the states that we’re looking at, we look for a drive-thru first now.”

The layout changes and new equipment package shaved around 10-15 minutes off the time it takes to crank out wings. That opened up an additional channel that he expects will provide another 30 percent in sales and make the brand more attractive to potential operators.

To that end, Atomic Wings is focused on reducing costs for franchisees with low royalties and flexible construction requirements.

It’s a mindset that comes from corporate leaders who know what life is like on the other side of the relationship. Omar picked up the ins and outs of running a franchise while cutting his teeth at Dunkin’. VP of development Michael Domico and VP of operations Michael Harmon also bring firsthand experience as Firehouse Subs franchisees.

“We’re one of the few franchises that are actually run by franchisees,” Omar says. “We know the effort it takes to run a restaurant, how much it costs, how people put their entire livelihoods into it, and we’re very cognizant of that.”

Domico and Harmon helped usher in a new franchising model for the company, he adds. It is partnering with area developers who have experience as franchisees with other franchises. They’re making commitments to purchase territories and build out the brand in their state. For their efforts, they’ll be sharing in franchise fees and royalties.

Atomic Wings already is partnering with area representatives who will develop a total of about 275 locations across New York, Virginia, North Carolina, Texas, Nevada, Arizona, Ohio, Indiana, Tennessee, Illinois, Minnesota, North Dakota, South Dakota, Nebraska, Iowa, Missouri, and New Jersey. It also is looking to sign multiple new deals in Wisconsin, Michigan, Georgia, and Florida.

Sam Danley is the associate editor of QSR. He can be reached at sdanley@wthwmedia.com

the food truck, and the flexibility helps us work around that.”

Operating a food truck has enabled the family to actively engage with their guests, attend local events, and create meaningful connections with customers. The ability to tailor their schedule based on demand has played a huge role in their success, allowing them to follow the crowd and cater to their customers’ needs on a whim.

“We’ll go to an event, and we’ll get people calling us the next day asking if we can go to another, or when we’re coming back,” Stacey adds. “It feels good knowing everyone loves the truck and that they don’t mind waiting in line when we come to them.”

The franchisees leverage outreach through traditional word-of-mouth and Instagram promotion. Alexis says they’ll often receive messages from their followers requesting locations and specific events.

“We post where we’re at on Instagram frequently, and we find it’s been a great tool in capturing guests and being familyfriendly,” Alexis says. “It’s exciting to feel like we’re really wanted in an area.”

For Lorna, Stacey, Alexis, and Jadyn, working together as a family has been both a challenge and a blessing. Learning to navigate business dynamics while strengthening their familial bonds has taught them patience, communication, and balance. However, Alexis says it was never too difficult to manage, and if anything, it’s brought them closer together.

“The hardest part is also the best part for us, which is being together,” Alexis says. “The Wetzel’s truck has brought us closer together in our relationships ... I get to spend a lot of time with my mom, my sister, and my grandma in a work environment, and a lot of people don’t get a chance like that.”

Their collective dedication has accelerated the family’s food truck venture. As they celebrate their first anniversary in Northern Orange County, they are already setting their sights on expansion. From university campuses to local swap meets, the family is eager to introduce more communities to the joy of Wetzel’s.

As Wetzel’s marks its 30th anniversary, it continues to thrive on the dedication of franchisees like the Braley-Hooper-Pullon family.

For Mark, having the students successfully operate the location shows proof of Rising Star Academy’s concept.

“We want to show others that this model can really work for everyone, and when there’s an individual buying a franchise from [ Detroit Wing Company], we want them to become a partner with us,” Mark adds. “Great marketing is beside the point. We want to show others we’re real through our output, that this is a sustainable option, and we’re firing on all cylinders for those who want to invest in our mission.”

While the academy is still confined in Michigan due to legislation surrounding educational opportunities for those aged 18-26 with disabilities, Malliaras says the foundation will continue to be one of the Detroit Wing Company’s most important partners whether the brand grows in Michigan or not. Students will continue to run the Roseville location and produce food products to be distributed to out-ofstate locations. Eventually, Mark and Deb would love to extend the academy’s reach outside of Michigan, operating in locations throughout the U.S. Mark asks, “Why can’t this be possible?”

He also adds the idea of educating both students and the public on the benefits of Rising Stars Academy and partnering with the Detroit Wing Company plays a crucial role. He wants parents to know what they’re investing in when they put their children into the academy.

“We’d love to have the ability to bring [ Rising Star Academy] to more people across the country,” Mark says. “We’re not doing this for marketing or for money, and neither is Malliaras. We’re doing this because we believe in these individuals, and as we get more notoriety, I hope people will start to break down those barriers and appreciate others who are less fortunate.”

The symbiotic relationship between Rising Stars Academy and the Detroit Wing Company allows the nonprofit to expand and make space for more students, create new programs such as a coffee shop and golf course, and build a network of employment opportunities. In turn, the labor helps Malliaras, fulfills a need for community outreach, and translates into a valuable impact.

Satyne Doner is a staff writer for QSR. She can be reached at sdoner@ wthwmedia.com

Satyne Doner is a staff writer for QSR. She can be reached at sdoner@ wthwmedia.com

sizing multi-unit growth, co-branding initiatives, and nontraditional development strategies. Last year, the company inked over 1,150 franchise agreements and launched 398 new restaurants, attracting 4.6 million new loyalty members globally. With over 2,000 nontraditional units in the U.S. and 2,000 more locations across 60-plus countries, the company’s pipeline boasts over 3,000 forthcoming restaurants.

GoTo Foods was previously named Focus Brands but made an official change at the biennial conference. Since Holthouser assumed his position in 2020, GoTo Foods has transitioned from a conglomerate with seven distinct brands operating independently to a unified entity. This shift entails the implementation of streamlined, centralized systems across the entire portfolio. Notably, these systems include shared digital platforms that facilitate suggestive selling to boost both order volume and average order value, alongside targeted marketing initiatives aimed at re-engaging dormant users and catering to loyal customers.

Holding company Focus Brands was formed in 2004 when Carvel and Cinnabon joined forces. That was followed by McAlister’s (2005), Schlotzsky’s (2006 ), Moe’s (2007 ), Auntie Anne’s (2010), and Jamba (2018).

With everything streamlined now, it would be a lot more feasible for GoTo Foods to acquire another chain, which it has shown interest in doing. Holthouser aims to enrich the platform’s flavor profile, exploring options such as pizza, burgers, Mediterranean cuisine, or salads. Previously, the company expressed its desire for a concept spanning between 150 and 900 stores—a model validated in the market yet sufficiently manageable to avoid integration challenges.

A future purchase could benefit the company on a global scale. Although U.S. and international operators are thousands of miles apart, it doesn’t diminish the relationship they have and their shared mindset of growing GoTo Foods.

“All our franchisees—both domestic and international—form a unique brotherhood and sisterhood of entrepreneurs, brand builders, and good neighbors to those around them,” Mikita said.

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START TO FINISH

Jose Armario

Bojangles CEO

What was your first job?

My first job was working the night shift at a gas station in Miami. My brother worked at a McDonald’s right across the street from the gas station, so I got a job working at the restaurant with him.

What’s your favorite menu item at Bojangles?

My go-to is our famous Bojangles chicken biscuit. It’s tender and juicy, and you can’t beat the made-fromscratch buttermilk biscuit.

What’s your favorite cuisine outside of Bojangles? My wife Mary is a great cook, and I love Cuban food, so she makes the best white rice, black beans, shrimp creole and plantains! If we eat out, I love Steak48 for a special treat or occasion.

Who inspires you as a leader? I have had the honor to work for many great leaders, and they have helped me grow and evolve as a leader myself. But my team and all our franchisees inspire me every day—my family, too.

What’s the best piece of advice that other restaurant executives should hear? Staying humble and close to the folks that represent your brand every day is key to having the right culture and growth.

What are some of your interests outside of work?

I have a passion for old Ford Mustang muscle cars. I’ve owned a few Shelbys, and I have a 1970 Boss 429 Survivor in my corral. I also love grilling in the summer and hanging out with my grandchildren.

Since 2019, I’ve had the honor of serving as CEO of Bojangles, a rapidly expanding quick-service chain best known for our Southern-style chicken, biscuits, and tea.  With 38 years of senior leadership under my belt, I’ve worked with brands such as Burger King, LensCrafters and McDonald’s. I spent 20 years in various roles at McDonald’s, including serving as President of McDonald’s Chile, Group President of McDonald’s Canada and Latin America, and Executive Vice President of Worldwide Supply Chain, Development, and Franchising.

Throughout my career, I’ve also served as a Director of Golden State Foods, a member of the President’s Council of the University of Miami, and a Director for Receptions for Research: The Greg Olsen Foundation. I’ve been involved with organizations like the USG Corporation, Avon Products, Inc., the Chicago Council on Global Affairs, the Council of the Americas, NY, and Ronald McDonald House Charities of Latin America.

My passion for the restaurant industry was born in Miami in my teenage years, working at a McDonald’s and later Burger King restaurants to help support my family.

Just five years ago, I was presented with the opportunity to lead Bojangles, a brand I had long admired. The concept’s rich history and loyal fanbase was a huge draw, and with its strong presence in the Southeast, I saw the potential to expand nationally. Since joining Bojangles as CEO, I’ve focused on enhancing the brand’s offerings and customer experience. We introduced a hand-breaded boneless chicken platform and expanded our menu to cater to evolving consumer preferences in new markets. We also implemented delivery services and improved our drive-thru experience, responding to the changing demands of our guests, especially during the COVID-19 pandemic.

I am committed to leading Bojangles to new heights of success and believe it provides a unique opportunity for growth to franchisees.